activated during the first sequence, .... Activation," as Intensity and Repetition" are commonly known factors of ..... TOOL/METHOD: THE SWISH PATTERN.
2018
A) Introduction to Design & Servicedesign B) Design Engineers’ Introduction to Transaction Correlation, Modelling, and System Creation
AN INTRODUCTION TO SERVICE, DESIGN, AND SERVICE DESIGN BY DAVID ROSENGAARD JENSEN
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INTRODUCTION TO DESIGN AND SERVICE DESIGN FOREWORD This work aims to provide Introduction for the applications of Design, and a firm understanding of how to approach Design, as well as explaining the influences of Engineering and it’s methodology on Design and Design Theory. Design Theory creates models and regulatory systems that together constitute the experience, information patterns and serial experiences that affects all stakeholders whom can be conceptualized or observed in a relative, correlative, or serialized context, and how perception and knowledge affect decisions, evaluations, and actions. Overall, the work provides an insight into what thought patterns and what special considerations, methods, and theories should be considered in the context of decisionmaking and design. Experience in administration, management, and development of projects, in particular in the IT and software sectors, in conjunction with a high academic approach to solutions, has provided a special access to correlative methodology and application of natural science principles and understandings. The reader is instilled with an understanding of the behavioral, architectural, financial, management, organizational, and developmental system thinking, as well as a mélange of related economics theories, which combined aims to instill within the reader a comprehensive insight into, and understanding of, what considerations administrators, designers, engineers, consultants, managers, educators, and economists should include, and what implications and consequences lack of decisions and lack of consistency coordination can bring for an organization.
The Author is self-taught multi-disciplinary. This work uses theory from the following fields: Innovations-, Organisations-, Software-, System-, og Udviklingsadministrationsteori Physics, logic, neural physical, sand visibility, game, and statistics theory Behavioral, business, politics, society and Econometrics theory
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INDEX Introduction to design and service design ...................................................................... 2 Foreword ............................................................................................................................. 2 Index .................................................................................................................................... 3 1. Service ............................................................................................................................. 8 1.1 About Service ............................................................................................................ 8 1.2 Service examples ...................................................................................................... 8 1.3 Continuing on Service .............................................................................................. 9 2. Customer ......................................................................................................................... 9 2.1 Supply agent, customer, and access ...................................................................... 9 2.2 Customer experiences as proof ............................................................................ 10 2.3 Customers vs Corporations ................................................................................... 10 2.4 Cooperative creation in Design ............................................................................. 11 3. Design ............................................................................................................................ 12 3.1 Design as Communication ..................................................................................... 13 3.2 Design as a philosophy .......................................................................................... 17 4. Servicedesign ............................................................................................................... 18 4.1
Design Models ..................................................................................................... 19
4.11 IDEOM-DT .............................................................................................................. 19 4.12 AT-ONE .................................................................................................................. 20 4.13 NAB-C..................................................................................................................... 20 4.2
Information Technological Design Models .................................................... 21
4.21 GIIP ......................................................................................................................... 21 4.22 RADIP ..................................................................................................................... 23 5. Design thinking ............................................................................................................. 25 5.1 Advanced Design Models....................................................................................... 26 5.11 EF2P ....................................................................................................................... 26 5.12 ACOB-TIED ............................................................................................................ 27 5.13 NABCAC................................................................................................................. 27 5.14 DMAIC .................................................................................................................... 29
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6. Considerations ............................................................................................................. 30 Design Engineers’ Introduction to Transaction Correlation ........................................ 31 Terminology................................................................................................................... 32 1. Introduction .................................................................................................................. 34 1.1 Disciplinary Subfields............................................................................................. 34 1.2 Behavioural Subfields ............................................................................................ 35 1.3 Analytics and Assessment Methods ..................................................................... 36 2. ModUS Operandi & Patterns ....................................................................................... 37 2.1 Three Types of Modus Operandi ...................................................................................................... 37
2.2 Analytical Perspectives of Modus Operandi ........................................................ 38 3.0 Engineering Methods ................................................................................................. 38 3.1 Solution Paradigms ................................................................................................ 38 3.11 Reactive Engineering............................................................................................ 38 3.12 Responsive Engineering ...................................................................................... 39 3.2 Phase Engineering .................................................................................................. 40 3.21 Retroactive Engineering ....................................................................................... 40 3.22 Innovative Engineering......................................................................................... 40 3.23 Evolutionary Engineering..................................................................................... 40 3.3 Organisational Engineering ................................................................................... 40 3.31 Strategic Engineering ........................................................................................... 40 3.32 Tactical Engineering ............................................................................................. 45 3.33 Situational Engineering ........................................................................................ 46 4.0 Transaction Correlation Models & Systems ............................................................ 47 4.1 Transaction Correlation Modelling ........................................................................ 53 4.11 Transaction Correlation Model A ........................................................................ 53 4.12 Transaction Correlation Model B ........................................................................ 54 4.13 Transaction Correlation Model C ........................................................................ 55 4.14 Transaction Correlation Model D ........................................................................ 55 4.2 Transaction Correlation Systems .......................................................................... 56 4.21 Example Transaction Correlation Pattern for Systems ..................................... 56 4.22 Form Standards in Task Assignments ............................................................... 57
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A. Communications Structure ................................................................................................................. 57 B. Design/Engineering: Intention Planning ............................................................................................. 57 C. Design/Engineering: Labour Theme .................................................................................................. 58 D. Resource Allocation and Planing ....................................................................................................... 58 And. Supply-Chain Planning .................................................................................................................. 59
5. The Languages of Correlations .................................................................................. 60 5.1 The Example of Must, Should, Can, Can’t, Shouldn’t Mustn’t ............................ 62 5.2 Concepts and Metaphors ....................................................................................... 63 6. Cognition, Evaluation, Information, Utility, and Values – n-Aprroach to the same System ............................................................................................................................... 66 Contents......................................................................................................................... 66 6.1 Discussion of Cognitive Assertations and Stipulations ..................................... 68 6.11 Illussions, Excerpt from Conciousness: A Very Short Introduction, Blackmore, S. 2005. ...................................................................................................... 75 6.2 Environmental Economics & Psychology: Benefit, Cost, Evaluation, Risk, Utility, and Valuation..................................................................................................... 78 6.21 Except from: Environmental Economics for Non-Economists by AsafuAdjaye, J. 2000. ............................................................................................................. 79 A. Concept of Benefits and Costs .......................................................................................................... 79 B. Concept of Valuation .......................................................................................................................... 84 C. Concept of Utility ................................................................................................................................ 87 D. Concept of Evaluation ........................................................................................................................ 92 E. Concept of Risk .................................................................................................................................. 97 F. Concept of Risk Analysis ................................................................................................................. 101
6.22 Excerpt from Enrionmental Psychology: Putting Research into Practice. Edgerton, E., Romice, O., Spencer, C. 2007. Chapter 6: The Role of Information and Trust in the Process of Risk and Perception. Garcia-Mira, R., Blanco, I. L. .. 106 A. Background ...................................................................................................................................... 106 B. Case Study of Risk Perception ........................................................................................................ 109 Case Analytics & Results: Perception Based Risk Evaluation, and an Argument for the Variant Individual and Category Correlational Utility Model and System Approach.......................................... 110 C. Internal Valuation and Source Trust Grading................................................................................... 112 D. Multi-Analytical Evaluation Approach System .................................................................................. 116 E. Conclussions on Internal Methodology for the Evaluation of Risks and Risk Relevant Information. 119
6.3 Anthropological Economics & Psychology ....................................................... 121 6.31 Excerpt from: A Handbook of Economic Anthropology. Carrier, J., 2005. ... 121 A. Anthropological Theories of Value ................................................................................................... 121 B. Culturally Contingent Valuation ........................................................................................................ 126 C. The Economics of GIfts ................................................................................................................... 135 D. Political Valuation ............................................................................................................................ 144
6.4 Organizational Behavior ....................................................................................... 147
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6.41 Excerpts from Organisational Behavior: Securing Competetive Advantage. Hollenbeck, J. R., Wagner III, J. A. 2010. .................................................................. 147 A. Evidence Based Management ......................................................................................................... 147 B. The Purpose of Science ................................................................................................................... 151 C. Causal Inference .............................................................................................................................. 156 D. Designing Observations to Infer Cause ........................................................................................... 160 E. Generalising Research Results & Linking Behavioral Science to Practice ...................................... 164
6.5 Neurophysical Behavior ....................................................................................... 169 6.51 Excerpts from The Neurophysics of Human Behavior, Furman, M. 2000. .... 169 A. Examples of States, Experiences, and Phenomena ........................................................................ 169 B. Submodal Behaviors (Submodalities) .............................................................................................. 170 C. Intervention Tools ............................................................................................................................ 171 D. Dynamics of Influence and Persuasion............................................................................................ 177 E. Neurophysical Change Mechanics................................................................................................... 183
6.6 Study in Utility of Input and Output Goals.......................................................... 187 6.61 Excerpts from a study in The Effect of Input and Output Targets for Routine Tasks on Creative Task Performance ....................................................................... 187 A. Background ...................................................................................................................................... 188 B. Results ............................................................................................................................................. 194 C. Conclussions ................................................................................................................................... 200
Appendix A: Decision Making in Complex Data-Information Systems ..................... 203 Concepts of DES in CIS .............................................................................................. 203 Approach A .................................................................................................................. 203 Superstructure of Decision-making .......................................................................... 203 Internal Structure of decision-making ...................................................................... 204 Combined Structure of Decision-making ................................................................. 204 Decisions and Conditioning....................................................................................... 204 Developing Conditioning............................................................................................ 205 Graphical Representation of the Internal Structure of Decision Making ............... 205 1st quadrant - Ideal Decision-Making System ...................................................................................... 206 2nd quadrant - Damaged Training Decision-Making System ............................................................... 206 3rd quadrant - Damaged Biological Decision-Making System ............................................................. 206 4th quadrant - Damaged Environmental Decision-Making System ...................................................... 207 Decision-Making Analysis .................................................................................................................... 207
APPROACH B .............................................................................................................. 208 Economic Theory ........................................................................................................ 208 Economical Theoretical Fields ............................................................................................................. 208 "Risk", "Utilities" and "Value" Concepts ................................................................................................ 208 "Prediction", "Rationality," and "Valuation" Concepts ........................................................................... 209 Valuation .............................................................................................................................................. 209
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Utility..................................................................................................................................................... 209
Applied Utility .............................................................................................................. 210 Graphical Representation of the Internal Structure of Decision-Making .............. 210 Memory Differentiation ............................................................................................... 212 Input Analysis.............................................................................................................. 212 Information Induction & Retention Pattern............................................................... 212 Memory Imprinting Hypothesis ................................................................................. 212 Method Proposal .................................................................................................................................. 212 Method Implementation ........................................................................................................................ 213 Trial Implementation ............................................................................................................................. 213
Authors’ Commentary .................................................................................................... 213
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1. SERVICE 1.1
ABOUT SERVICE
”We’re not competitor obsessed, we’re customer obsessed. We start with what the customer needs, and we work backwards.” - Jeff Bezos, CEO, Amazon A service is a memento. A service is In History. A service is a Experience. The format, framework, environment, prerequisites, assumptions, presentations, knowledge and information, and many other descriptive or conditional words, surround the experience that the recipient defines and evaluates the service after. Service is thus the elements of interaction and stimuli as the customer experiences, in the connection with the performance of a service or the delivery of a product. Service is not simply a transaction and a service Between the service provider (hereinafter the supply or supply agent).,) But rather an experience colored by the perception that the (the customer or provider) Has formed from the process. 1.2
SERVICE EXAMPLES
Good service is when the customer experiences not only the core service, but also all the surrounding interaction, as neutral or positive. The good service will get the process of core services for example To, To work easily and briefly i relation Expected time usage of the customer. Example: Restaurant Supplies Not just a meal, but an experience. Restaurant Make a waiter available To each individual table in the restaurant. The customer does not expect a personal waiter for each table and therefore connects the waiter positively with the experience. Example: Restaurant Supplies not just a meal, but an experience. The restaurant makes a toilet available to the customer. Customer expects at There is a toilet, and connects the toilet neutrally with the service. Poor service is when the customer experiences that the surrounding interactions are negative. For example, obstacles and delays in the supply of the service, when the service becomes (temporarily) inaccessible or inoperable, (for many users the most critical access point) when the service information seems incomprehensible, or when the Customer aquires a perception of an unpleasant or unfair treatment. Example: Restaurant Supplies Not just a meal, but the experience. The restaurant does not make a toilet available to the customer. The customer expects that there is a toilet, and connects the missing toilet negatively with the service.
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1.3 CONTINUING ON SERVICE The toilet at the restaurant can be defined as its own service, as this can be considered an individual experience. Distance, design, Positioning Cleaning, appearance, and much more determines the customer's individual experience of the toilet. A bad experience of the toilet, can infect the experience of the restaurant, and spread the negative sense of experience to the experience of the core service. The toilet paper on the toilet can be defined as its own service, as this can be considered an individual experience. The number of layers, contexture, design, etc., determines the individual experience of the toilet paper. A bad experience of the toilet paper, can infect the experience of the toilet, and spread the negative sense of experience to the experience of the core service. Remember! The experience of a core service, is the sum of OPlevelser connected thereto
2. CUSTOMER "Customer (S, f): person, institution or similar. Purchasing (or considering buying) a product or service in a shop, company or similar. " -The English Dictionary
How do we apply the definition in Service and Design thinking? A customer is in Design thinking a more abstract concept, which designates the person who receives a service, regardless of the interrelationship otherwise. The customer is defined as being the intended, conceivable, or likely to be the recipient of a service offered. When a department head is addressed to an employee and assigns a work task to him, a customer-supplying relationship, where not only the chosen solution, but also the approach to the solution, is important to the department manager's experience of Work task. 2.1 SUPPLY AGENT, CUSTOMER, AND ACCESS The approach to the solution, which determines the surrounding interaction of the service between the employee and the manager, in conjunction with the Department manager's expectations of the approach, often decides the experience of the service. A designed solution is intended to be associated with neutral (as expected) or positive (over expectation) experiences for the customer. In another example, a same relationship can be established between a parent offering a solution of a service to his child, through, for example, participation in, or taking care of, cleaning and maintaining the home. In this situation, the child is the only service and market conditions dictated by the parent.
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The child's quality in the solution and approach to the assignment is finally relevant to the parent's perception of the service, and the corresponding rewards or sanctions against the service supply in relation to the performance of the service. Therefore, it is not enough to "solve" the task of, for example, cleaning, because the approach to what "clean" and "cleaning" means is of great importance for how the task is solved in practice, and thus also important for the perception that the service is supplied in accordance With the expectations of the service-delivery solution. Remember! The approach must therefore be designed according to the customer's needs and expectations for the service experience. 2.2
CUSTOMER EXPERIENCES AS PROOF
There are many rules of thumb about the relationship between good and bad experiences, for example, that 1 bad experience requires 20 good experiences before it is balanced in the customer's opinion. The customer will often highlight negative experiences before the positive experiences are balanced, which can have a significant impact on the supply agent's future relationship with customers. Remember! A previous experience is a testament to what the customer can expect from future experiences. 2.3
CUSTOMERS VS CORPORATIONS
Companies or organizations, described as the provider or supply agent of this document, which provides products or services, often overlooks the customer's needs and perspective, as feedback is observed in a professional or technocratic cultural Context, without understanding the customer's experience (s). This often means that there is a reluctance for the customer to participate in the design of the service supply approach, While feedback on negative experiences is neglected as a problem seen from Customer Perspective. The problem with this approach is that it does not follow its own logical consequence that the customer's perspective is the perspective that the customer communicates to other customers, as well as the possibility that there is indeed a problem which is not recognized due to professional Associated expertise as general or knowledge related to the service. The ultimate consequence of this approach may ultimately be Supplier’s market share, or may cease to be a player in a market, if the customers as service solution providers no longer wish to allow the Supplier to participate in or perform the provision of a service. It is therefore important that the customer's perspective of the experience be integrated and respected in the service supply approach when dealing with feedback from customers in relation to the service supply.
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2.4
COOPERATIVE CREATION IN DESIGN In Service Design, the concept of Co-Creation is therefore used. Co-Creation between customer and supplier ensures that the approach and development of a service, in the long term, also maintains customers.
In matching the customer's experiences and understanding of the service or services supplied, it is important that customer's objections are weighted solemnly, as understood in the philosophy of Service Recovery, i.e. the acceptance of poor Service Experiences and a willingness to repair the relationship between the supply and the customer or willingness to change or substitute the approach to the Service Supply and Tender, in order to better meet customer demands, expectations, needs, and necessities. A good Service Design therefore considers the intended (and unintended but possible) customer's perspective, both before, during, and after the initial development and delivery of a service solution. The example on the left is a service recovery Strategy for an organization. Note the correlation method management, where not only the focus on the systemic solution of the problem, but also the problem in the Tillidsbruds experience is
It is fundamentally important for an organization to have an overarching policy of cocreation and service recovery designed to avoid consequential expenditure as a consequence of a lack of synergy in the product development phase or as a consequence of lack of susceptibility to customer feedback.
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Similarly, it is also important to have an eye on the different channels of communication through which feedback reaches the design team and management. Different stakeholders have different intangible needs, In consideration of their organizational position and relational positions, their technocratic background, and their personality, voiced needs must be weighed against the possible gains of providing the needs, in the short, mid, and long terms.
3. DESIGN
Design is the adaptation that takes place between the possibilities and competencies of the supply agent, and the needs and expectations of the customer. People like items. View
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Mike Markkula Would say that neutral design is also negative, as this depends on the approach to the market, the vision and the objectives. Design is philosophy. Design is communication. Design is to anticipate needs before they occur. Design is to eliminate unimportant options. Design is a way of thinking from the customer's point of view. Design is understanding. Design is insight. Design is the process of creating the customer experience from the first introduction to the service. Design An expression of engineering knowledge management input description needs. Where there is no design, no engineer has planned for, and thus there is no control over what takes the place of the non-designed object. People DO judge a book by its cover…” “We may have the best product, the highest quality, the most useful software, etc; if we present them in a slipshod manner, they will be perceived as slipshod; it we present them in a creative, professional manner, we will IMPUTE the desired qualities.” - Mike Markkula, ”The Apple Marketing Philosophy”
Remember! Design is not architecture, Architecture is design!
3.1
DESIGN AS COMMUNICATION
Remote communication and information exchange design solutions often intended for the individual or organization providing a service. Form, content, approach, etc. constitute Some of the items, which Customers experiences and thus evaluates the Supplier’s Service Solution’s expected quality accordingly. The form, content, linguistics, layout approach, media approach, and much more, constitute some of the items, which combined provides a customer, manager, leader, employee, or other persona (Receiver) with interest in the supply organization (Sender), with the first impression of their offered service. The quality (or lack thereof) in the communication’s comprehensive design approach, permanently influences the receiver’s opinion of the sender, and the ability to provide supply solutions that, in a satisfactory manor, provides an experience in accordance with the customer’s needs.
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Example: A service supplier provides the customer with a website where the service (s) is described. The Lix-figure for the website content is high and the content is intuitive and clearly presented. Notwithstanding the type of service supply, a customer that is introduced to the service supply through this website will expect that the supplier can provide high quality service. Example: A service supplier provides the customer with a website where the service (s) is described. The Lix-figure for the content is low and the content is presented in an unmanageable and incoherent way. Notwithstanding the type of service supply, a Customers Introduced to service supply through this website expect that the supplier can provide low quality service. External communication plans, holistic, and strategic visions are examples of organizational design aimed at externa l stakeholders. Below is presented first a review of how a branding strategy can be designed, conceptualized, or realized, followed by two sources of inspiration for setting inferiority and quality indicators and policies for evaluations of effects and results.
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Organization architects, leaders, engineers as well as other task description consultants and managers, share responsibility in providing the framework for the tasks, describing when a task has begun, what resources a task has available, and when a task is completed. But four important factors are often omitted: Input and output requirements, and inferiority and quality indicators. Even those using quality indicators often omit inferiority indicators which, notwithstanding the task's additional performance and result, will lead to a perception that the task has not been performed correctly by the assignment. The consequence of this is often the frustration and the dissatisfaction of the one who carries out the work, a waste of resources and relational damage. It is therefore important that strategic task designers in an organization, in their formulation of a policy of quality,
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involve inferiority on an equal footing, and thus use frame design to improve the final quality of The work, communication, product, and manufacturer-task describes the relationship. Externally, inferiority indicators have a relatively high impact and use, if possible, under other conceptual designations. For example, inferiority indicators are often used in Show and Value-policy contexts, where conditions or assumptions for realization of objectives "not to be accepted", Often in unwritten, or in recent times "social" multinational corporations ' age, written visions and strategy formulations. Inferiority indicators are therefore of great design importance, in terms of efficiency, communicative, quality, organizational, planning, structuring, recruitment, approach and execution contexts, and are an important and often overlooked element in the design and later evaluation and quality assurance of a product. Similarly, it is important that there is a plan for quality indicators of work and product. A checklist for analyses, methodologies, resources, and other definable performance considerable factors and actively Improve the quality of the perception as recipients of external communication, and internal communication experiences. Quality indications are rightly important in the formulation of the framework to be used in order to achieve the result of a described task and should be equated to being of importance to the behavior, creativity, cultural identity, motivation, Productivity, and wellbeing. Externally, quality indicators have an impact on an external recipients ' understandings, expectations, relational positioning, and probabilities of using enlightened interaction options. Internally, communication design on how to design the communication processes within an organization. To the left Is there an example of a designed graphic communication, which shows both what actions are required, what strategic organizational elements is enabled and the organisms involved in a coherent supply chain;-Like overview.
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3.2
DESIGN AS A PHILOSOPHY
Based on the Phenomenology thought patterns (Origin: Edmund Husserl, 1859-1938 & Martin Heidegger, 1889-1976), the philosophy of the design's engineering and service designs is based on an understanding of the relationship between elements, despite their Immediate obvious contexts. Philosophical approaches to design are the application of a supply agent's visions, strategies, and objectives when the approach to a service’s complete design. A supply agent with a vision of sustainable operation can, for example, put more emphasis on the quality and sustainability of a service or product than on the economic maximization of profits, while a company whose vision does not include, for example, Working Conditions and Sustainability, in pursuit of economic profit maximization, May be willing Til Overriding the needs of employees and customers, With a visible or invisible method influencing the Terms of the profit maximization of service. The design philosophy today draws elements from academic fields such as biology of behavior, psychology of behavior, anthropology, information theory, communication theory, literature, neural physics, and organizational theory, as well as the many subfields of engineering knowledge, in the corresponding subfields of the design philosophy. For example, at the bottom there is an example of sociological and strategic engineering approach to how to understand and conceptualize the social Innovation that is taking place at the time, and thus design the structure of effects, such as organization or the individual Want to achieve.
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4. SERVICEDESIGN “The main thing in our design is that we have to make things intuitively obvious” Steve Jobs, Apple Designer and their tasks can be difficult to describe, for those who do not themselves perceive their work as being design-oriented. Below is a point description of how a designer's tasks and ways of working can be understood.
Designers in an organization apply principles from different Academic fields, and develop an information, method, task, or receipt description that the organization requests and subsequently uses in its execution of tasks. Especially with great influence on modern tasks, organizational and strategic design, the IT and communications industries and their associated academic fields.
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4.1
DESIGN MODELS
4.11 IDEOM-DT IDEO'S MODEL FOR DESIGN THINKING
IDEO’s model is a relatively well-known model in the design industry. This basic model provides a basic starting point, to assess and value a product, and the model on top, navigate which areas of the product innovation phase and type of customer needs to be given particular attention, in order to achieve the desired effects of Product's final deliveries.
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4.12 AT-ONE 1) 2) 3) 4) 5)
Actors (Development and resolution stakeholders, networks, partners) Touchpoints (interface "Interfaces") Offering (Service content offered) Needs (Customer's needs) Experience (Customer's experiences)
AT-ONE model is a very basic model for adapting the product (s) of a company to a new market. The model is slightly reversed, in what you examine the company's capabilities before examining which recipients need the product and the possible perceptions of the product's service needs. The AT-ONE model is not discussed further in this general context, but it can be added that if a step is added before 1 called "Work task Description," The AT-ONE is easy to use to map out the possibilities for a task's solution and organization before starting a task. 4.13 NAB-C
1) Needs
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2) Approach 3) Benefits (Resource consumption, economic benefits) 4) Competing Approaches (& Benefits) 1) NABC(AB) is opposite to-ONE and takes instead Customer's needs, with an accountable need description. The requirement description not only takes the customer's direct need for the service. The packaging, delivery, availability and experience of the service are also included in customer demand when the choice of approach is taken. Critical Reflection: How do you hedge/in customer needs? Does the results of the methodology reflect reality? 2) Approach Based on the needs description. The approach is intended to meet one of three objectives: 1) To try to meet as many of the customer's needs as possible (customer optimal) 2) To overlay the EF2P Prioritization Description with Customer Needs Description best possible (compromise) 3) To meet as many customer needs as possible, within the EF2P Prioritization Descriptions’ Frames (optimal business) Obs! EF2P is described in section 6: Service thinking. Critical Reflection: How did you think that you, your lecturer or employer prioritizes branding/reputation, productivity/results, and efficiency/Service? Do you have a clear sense of this prioritization? How does your approach to solutions reflect this priority? 3) The advantages The selected approach is accounted for through rigorous Cost/Benefit Analysis. 4) Competing Approaches and their benefits are explained Through Cost/Benefit Analysis. Bonus: NABC (AB) in its pure form, is a good starting point for method selection and exposition of method selection. 4.2
Information Technological Design Models
4.21 GIIP GRAPHIC, INFORMATION, INTERACTION, AND PRESENTATION MEDIA DEVELOPMENT MODEL (GIIP-MDM)
“Die Dumme Deutche Dominert Design” (5D) GIIP design is based on a vision that aims to maintain as many customers as possible, while the service provider is attractive and accessible to new customers. The starting point
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is always the lowest common denominator when assessing the customer's skills, or when critical or risky condition assessments for the development of the service is discussed or evaluated for decision-making. Expected/Minimum Customer Ability 1) 2) 3) 4)
Choice of approach as a restriction Cost/Benefit Analysis of approach Presentation of competing approaches Analysis of the pros and cons of relevant competing approaches
1) Customer Ability: Imagine the minimally possible intended recipient of the service. Now lower your expectations a little more. Critical Reflection: Anything that may be misunderstood will be misunderstood. Weakest point is strongest point! If you can't expect a ten-year to understand what's going on, you can't expect your customer to be able to. Remember! The customer is always right! Intuitive solutions cannot be replaced with manuals and guides! 2) Access: Choice of approach, especially for presentation and dissemination of the service, sets the minimum requirements of a potential customers’ skills and competencies required. For example, a website whose content is in Danish requires that the customer can at the very least read Danish. Customers who do not live up to minimum requirements of a service is at risk of non-engagement with the service and its provider. Customers who fail to comply with the minimum requirement of service use create unforeseen service tasks, and at worst reduce customer retention, both relatively connected with budget variances of a negative nature. Imagine the previously mentioned intended user. Could this user feasibly gain access to the Service, through the selected access media to the service? Critical Reflection: What are the costs associated with the follow-up tasks of the service approach? Who assumes the following tasks? Remember! The customer's perception of the experience is proof of the customer's evaluation of the service! 3) Cost/Benefit Analysis: What expenses, disadvantages, revenues, and benefits are associated with the approach to the service? What customer retention risks can be connected to the choice of approach?
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Critical Reflection: Are expectations of revenue and expenditure realistic, relative, and resonating (RRR)? What disclaimer is there linked to these? Is All predictable advantages and disadvantages accounted for, in the analysis? 4) Review: Cost/Benefit analyses of existing and competing approaches to the service. Critical Reflection: There are professional, historical, cultural, personal, or technological conditions that may color or weigh the choice of approach, and the related Cost/Benefit analysis ' method and execution? Do these assessments show? What measures have been taken to reduce the impact of such measures on the Cost/Benefit Analysis’? 5) Bonus: In Administration Class, you learn about evaluation purposes, methods, models, theories, and how and why specific types of evaluation are applied. When you first choose approach to a solution, you do so with your professional background. Are you thinking about whether you are using theory before you choose Evaluating method(s)? Bonus Critical Reflection: Once you have chosen an approach, five randomly selected Study Colleagues then give you the right that it is the best? What would the five worst customers You have ever experienced, say to your chosen approach? 4.22 RADIP RESEARCH, ACT, DEVELOP, IMPLEMENT, PROCESS MODELS
RADIP is one Product or service supply development model that describes the process from no product to finished product. RADIP is a Basic Cyclical model that repeats itself in relation to the development and optimizing a service, and is available in many different versions, with own titles. The following pages provide three examples of how the RADIP can look, in its various forms and applications. Another example is extrapolated from IDEOs’ Model for Design thinking.
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5. DESIGN THINKING ”Design Thinking is an approach that uses the designer’s sensibility and methods for problem solving to meet people’s needs in a technologically feasible and commercially viable way. In other words, Design Thinking is human-centered innovation.” - Tim Brown, the whole, goes
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In this chapter, three appropriated and modified models are presented, in a coherent system that controls the processes of a product, from strategic to tactical level. The system is constructed on the basis of the three models presented in chapter Four, section one. 5.1 ADVANCED DESIGN MODELS 5.11 EF2P IDEOM (DT) AS A PRIORITIZATION TOOL: MODEL FOR DESIGN PRIORITIZATION: EMOTIONAL, FUNCTIONAL, AND PROCES PRIORITY MODEL
EF2P model is the First tool
Emotional (Emotion) Prioritization: Branding History, Marketing As part of Service Experience o Through Desirability o Through Viability Functional (Function) Prioritization: Quality and service maximization, decentralization of influence, Heterogeneous Service Experience o Through Desirability o Through Feasibility Process Prioritization: Cost minimization/efficiency, centralization of influence, homogenous Service experience o Through Feasibility o Through Viability
The priorities are arranged in the order of 1-3. First Awarded 10 points, Second Awarded 5 points, and Third Awarded 2 point. Ex: 1) Emotional prioritization a. Through Business 6 b. Through people 4 2) Process prioritization a. Through Business 3 b. Through Technology 2 3) Functional prioritization a. Through humans 1 b. Through Technology 1 EF2P total score: 1) Business 9
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2) People 5 3) Technology 3 This gives a clear expectation that the supply of services primarily takes account of financial and economic conditions, followed by the interests of peoples behavior and experience, and finally the consideration of technological possibilities. Remember! All Exchanges in Relationships Can be set up as a customer-Supplies Relationship. 5.12 ACOB-TIED AT-ONE AS STRATEGIC IMPLEMENTATION AND UDVIKLINGSKONCEPT: ABILITY, CONDITIONS, OBJECTIVES, BRANDING, TERMS, IMPLEMENTATION, EVALUATION, DEVELOPMENT
In the triune relationship between EF2P, ACOB-tied, and NABCAB models, functions ACOB-tied as a formulation, objective, and management tool that clarifies the conditions and framework under which designers and engineers who tactically work with the development of a product operate. 1) 2) 3) 4) 5) 6) 7) 8)
Ability for Tender. Statement of competencies and knowledge about Supply Conditions for Supply. Description of the options and conditions for Supply Objectives for Supply. Choice of Vision and goals for Supply Branding of Supply. Choice of dissemination method (s) for Supply Terms of Supply. Choice of frames, or content, of Supply Implementation of Supply. Implementation of Supply Evaluation of Supply. Evaluation of Supply Development of Supply. Development of Supply
5.13 NABCAC NABC AS TACTICAL DEVELOPMENT CONCEPT: MARKET NEEDS & APPROACH, BENEFITS, CONCOMITANTS, AND ASSESSMENT CORRELATION
NABCAB is the youngest tool in the compound system, and is the tool that owners, leader, and designers involved with, or otherwise related to, a project, adjusts a systematic plan for analysis, decision-making, evaluation, innovation, production, adaptation, development and assessment phases. Model is extrapolated from the NAB-C model's concept. 1) (Market) Needs 1) Existing demand for Service
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i. ii. iii. iv. v. vi.
Description of market needs for the provision of services Account for customer needs in connection with service Account of ancillary customer needs in connection with service Statement of Customer EF2P priorities Customer needs ' weighting Analysis of the relationship between customers’ EF2P priorities and hedged customer needs 2) Existing access to supply i. Statement of existing EF2P Priority ii. Statement of current customer needs iii. Analysis of costs and revenues associated with meeting individual and total customer needs, in addition to existing service iv. Analysis of costs and revenues related to the reduction of individual customer needs, from the existing service 2) (Market) Approach 1) Existing competing supply agents and approaches i. Presentation of the performance of market needs through competitors ii. Statement of EF2P Priorities of competitors iii. Description of approaches to the supply of services by competitors iv. Analysis of the pros and cons of competitors' EF2P priorities v. Analysis of the pros and cons of competitors' approaches vi. Assessing competitors ' market share retention capacity in changed circumstances 3) (Adjustment) Benefits 1) Cost/Benefit Scenario Development i. A statement on the market impact of maintaining the existing approach ii. Statement on the market impact of ceasing the existing approach iii. Explanation of the market impact of adding individual non-fulfilled customer needs to the existing approach 1. Analysis of the relationship between experience and the addition of multiple individual customer needs iv. Statement on the market impact of re-innovating the service approach 2) Cost/Benefit Analysis of 1, i-iv 3) Reviews i. Assessment of needs for change in approach due to discrepancy between EF2P priority list and customer needs fulfilment ii. Assessment of needs for changes in approach due to changes in the EF2P priority list iii. Assessment of the need for changes in the EF2P List of priorities resulting from market
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iv. Assessment of the need for changes in Vision and strategy formulation due to market impact 4) Concomitant 1) prediction, analysis and assessment of expected customer needs and behavior changes due to changes in approach 2) prediction, analysis and assessment of the behavioral changes of expected competing supply agents resulting from changes in the approach 3) prediction, analysis, and assessment of expected market changes and market conditions changes due to changes in approach 5) Assessment Correlation 1) Description of possible sources of error, stakeholder bias, etc. 2) Summary of analyses and assessments for overall assessment In summary, the three tools provide a empiricism-based, systematic approach to making decisions about the design process in a product, from strategic decision to resource mobilization, through the idea innovation and development phases, Final strategic decision on the production of line product for consumer markets. 5.14 DMAIC
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The DMAIC has by way of review many comparability with NABCABs approach and is included as a graphical representation of how the method-progress pattern in this category of design structures may look.
6. CONSIDERATIONS The introductory chapters in the work contain one of many perspectives in the approaches to design and service Design, and the application and theoretical boundaries of the area's academic application. The work is intended as an initial transition mechanism to provide The reader an understanding of the philosophy, literature, method, and theory of application in the field, as well as an understanding of the relationship between architects, designers, engineers, customers, managers, producers, and organizations, and the semisynonymous relationship between designers and engineers.
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B DESIGN ENGINEERS’ INTRODUCTION TO TRANSACTION CORRELATION
AN INTRODUCTION TO THE PRINCIPLES OF TRANSACTION CORRELATION THEORY AND IT’S APPLICATIONS. A PRESENTATION ON THE MULTI-DISCIPLINARY APPROACH AND METHODOLOGY OF CORRELATION THEORIES.
BY DAVID ROSENGAARD JENSEN Side 31 Of 213
In this piece, argumentation towards a complex and methodological approach in the conceptualization and implementation of strategic, tactical, and individual decisions, policies, projects, and strategies should always be considered in a “greater whole” manner. TCT stresses the need for Utility and Utility Planning, placing biological & genetic, cultural & environmental, and economic, learned, & technocratic utilities in separate groups for humans, while corporate utility is discussed in a broader context, against the backdrop of its’ many connected fields of academics. TERMINOLOGY Terminology plays a large role in the larger context of TCT and it’s applicative fields, Transaction Correlation Engineering and Transaction Correlation Management. Coordination and policy-based cultural and professional language development within an organization often reflects on its communication with external entities, regardless of the feasible success of transmitting information in a manner that will be understood within the intended range of possible interpretations. Design & Engineering Engineering always has purpose. Engineering is a probability contained reaction- or response-matrix between item lists of "needs". In TCT, “Designer” and “Engineer” have the same apparent effect, meaning, and role. Transaction Any exchange between two or more entities. Inherent to nature, all transactions involve a transaction of information. The inclusion of more than two entities moves it from a Transaction Model to a Transaction System, where models for each entity, as goes for exchanges including more than one item, which is most exchanges. Effect Year I observable Action, understood as any single event or outcome of a connected that can be constructed in a modelling of the observed environment. The Result of the System Input of an Executed Model. Example Effects are: A House, Employee Satisfaction, Organization Transformation Strategy Success, a Star System Model Correlation of Observed Actions into regression patterns inside a Conceptualized or Established System. Example Models are: Engineering Blueprints, Organizational Blueprints, Organization Transformation Strategy Plan, Astrophysical Accretion Model System Conceptualized or Established Frame inside which modelling of patterns and probabilities
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can be constructed as models. Systems constitute all the possible Inputs into a Model. Example Systems are: All available, procurable, and/or viable Raw Materials, Labor Supply Options, Geographic Locations for Construction, Technological Assets, Environments, and all other factors relevant to the Construction of an item as described by the Desired Effect, for example the construction of a house. OR All available knowledge of administration, behavior, biology, economics, finance, labor methodology, leadership, management, physiology, psychology, and all other knowledge and factors relevant to the observed Organizational Effect, for example Employee Satisfaction. OR All available and possible resources possessed by or accessible to an Organization, as well as the cultural, physical, social, and geographical environment of the Organization, all possible strategies for transformation, all critical human resource assets, all possible methods for communication, and all other relevant factors related to Organizational Transformation. OR All possible cosmological and physical conditions under which a star can be conceptualized or observed to complete formation.
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1. INTRODUCTION Transaction Correlation Theory combines elements of Anthropology, Behavioral Economics & Psychology, Communication, Econometrics, Engineering, Information Ecology, Linguistics, Neurophysics, Neuropsychology, Organizational Theory, Probability & Statistics, and Sociology in its argumentation for perspective correlations inherent to the complex effect output that can be summarized as the stacked experience of the entities involved in a transaction. TCT deals with finite correlatable items, in an infinite modelling methodology. Fundamental to TCT is the Utility and Utility Plan concepts. All actions are believed to have inherent Utility, Biological, Environmental, and/or Learned. Meanwhile, all transaction items are believed to have an Owner, an Operator, a Supplier, and a Utility Plan. The Utility Plan ensures that every transaction item has a Color Criteria, a Decoration Category, a Format Criteria, a History, an Item Category, a Purpose, at least one Quality Indicator, and a Reason. It's important to note that Owners, Operators, and Suppliers all exist somewhere in the Transaction Correlation, and require their own Utility Plans as such. 1.1 DISCIPLINARY SUBFIELDS Transaction Correlation Modelling (TCM) TCM deals with the application, concepts, and methodology of modelling of Effects, relating Inputs and Outputs regulated by an external complex System of behaviors, entities, influences, markets, and regulations. TC Models describe the complex outcome of a transaction, involving all parties within the modelling system chosen to describe the Transaction. Doctors concluding illness in a patient observe symptoms (an effect), which, correlated within the system of the complex system of the human body, and the information available to the doctor, produces the possible complex pattern models (diseases), which could produce the observed effects within the system (body) of the patient. Educators, Teachers, and others whose role is to transmit information unilaterally, must correlate the many biological, environmental, and informational utilities of the intended transmitted information and its correlatable factors, before evaluating for the decisions of any task or serialization of tasks, such as a class teaching, an educational exclusion or inclusion of theory, carefully describing utility and intended utility effects. Common for all TC Modelling efforts is the need for serialization limitation. In an infinite universe of equally infinite relations, and therefor correlatable effects, the need for practical
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limitation of modelling is both sincere and understandable. It is, however, no excuse for poor planning, and the TC Engineering inherent in many academic positions should be taken seriously, as its financial and human impact is lasting, with poor decisions or no decisions (or worse yet, even considerations) being probable cause for the demise of an entity or organization facing competition. The limitation and implications of modelling structures and inclusion perspective is discussed later. Transaction Correlation Engineering and Systems (TCE/TCS TCEs deals with Change Engineering in Organizations or Societies, Conceptualization of Modelled Relations in a Regulating System, and Construction of Frameworks intended for or observed to be regulating Concurrent, Integrated, Layered, and/or Serial Models observable to be in a finite network of financial, informational, or social relations. TC Engineers apply Anthropology, Behavioral Psychology, Neurophysics, Organization Theories, and Sociology to account for utilities of actions or decisions and their intended outcomes with observed or probable outcomes, by changing, controlling, describing, and effecting the relations of subordinate systems within a primary regulatory system of boundaries, conditions, possibilities, and requirements for one or more primary transactions (outcome effects of a task, project, strategy, etc.) The relations of the subsystems and the observable, probable, and possible serialized actions within those sub-systems, reflect the models which the TC Engineer create and develop for the Organization which retain their services. TC Engineers deal in highly complex academic and empirical approaches to behavior, change, creativity, development, effectivity, information, innovation, manipulation, organizations, patterns, research, and utility. Creation of tactical execution of organization strategic goals and missions is the task of most of the TC Engineers, although many of these have little freedom for organizing the possible models within their own framework, such as the limitations of a construction engineer, designing a sky scraper to fit the architectural designs, or the architect, who does have a greater freedom in the design, exclusion and inclusion of elements and factors, for the modelling of possible and probable outcomes of the described needs of the building. Transaction Correlation Engineering Management (T-CEM) TCEM deals with policymaking, top level organization leadership, and strategies for entire divisions of organizations, fields of academics, or segments of populations, comparing and correlating through physics and neurophysics theories. Typical TCE Managers are policy making executives of an organization, heads of organizations, or top-level executive, judicial, or legislative agents, electives, and officers.
1.2 BEHAVIOURAL SUBFIELDS
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"The differences in styles across cultures are intriguing. They are evidenced particularly in oral presentations: American scholars trying to be lively and argumentative, Italian scholars showing off their verbiage, French scholars trying to be fundamental and usually obscure, Dutchscholars trying to be slightly boring to seem serious, Japanese scholars showing off the latest trends in a seemingly rambling fashion, and Finnish scholars trying to be long-winded and excruciatingly boring. (My prejudice calls for exceptions such as Finnish friend and colleague Uskali Maki.) These differences are not merely stylistic but suggest different conversations. Apparently, it takes more than learning a language to be in conversation with Finns, Italians, or the Japanese. I have learned to speak American English, the lingua franca for scientists, and to write in the Anglo-Saxon tradition. Thus, this account is biased. Even so, the tradition dominates the world of the sciences today." - Kaci, 2007 Behavioral Correlation (BC; Biological, Genetic) Behavioral Correlations are the biological, genetical, instinctual, and sexual utility correlations in relation to a transaction item. Environmental Correlation (EC; Cultural, Social) Environmental Correlations are the culture, environment, physical location, and social utility correlations of a transaction item. Ideal Correlation (IC; Omniscient) Ideal Correlation is a fictive “idealized” concept of utility, where all actions and concepts possible have the same universal type of utility, applicable to all in all events and all relations. Technocratic Correlation (TC; Financial, Rational, Technological) Technocratic Correlations are the career, finance, knowledge, and subjective power utility correlations of a transaction. 1.3 ANALYTICS AND ASSESSMENT METHODS Desired Correlation (DeCo;" I want for this experience") Desired Correlation is the Owners defined Purpose (Utility Effect) intended for the Transaction Item. Imputed Correlation (ImCo;" So therefore I have taken these actions") The Imputed Correlations is the Owners defined Purpose intended for the Accessory Transaction Items.
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Observed Correlation (ObCo;" With these evaluated and/or observable results") Observed Correlations are the Transaction Correlations actually experienced by an Operator.
2. MODUS OPERANDI & PATTERNS The human brain requires a balance between order, predictability, & security on one hand, and information pattern disruption, probability for change, & opportunity on the other hand. In its nature, the brain seeks to establish a way to predict future events, by observing and correlating existing information into modelling of associated or future possibilities of information patterns. Few people need more than a couple of minutes, before they assume to know the background pattern and personality type of another person that they encounter, even though they know relatively little of the person. This is a powerful example, of how the human brain constructs entire narratives and possible elements of history, personality, and skill sets of another person, by extrapolating (often wrongly) from existing data points. In Transaction Correlation Theory, three types of Modus Operandi operate the core modelling principles by which humans observe patterns surrounding a given experience or stimuli. 2.1 THREE TYPES OF MODUS OPERANDI Common Modus Operandi (CoMo) The Common Modus Operandi is the observable standardized method of approach for any category of labor within an organization. Only through centralized standards of generalized approach for the solution of labor tasks can an Organization be said to have "Common" Modus Operandi. Organizations that allow divisions or organisms within the organization to create or solve labor tasks independently from the organizations’ strategic leadership, use a method referred to as Dissociative Modus Operandi. With a Common Modus Operandi, an Organization minimizes labor tasks in the categories of Negotiation and Translation, commonly referred to as Transaction Costs for the labor task. Architecture, decorations, document contents and layouts, linguistical utilization, methodologies, office supplies and utensil’s, terminologies, etc., are all thought to have purposes in support of the primary transaction item(s), with every decision made towards the serialized transaction considered for its behavior and utility impact. Dissociative Modus Operandi (DiMO) Dissociative Modus Operandi is the opposite of CoMo, in that there is no recognizable centralized methodology for the solution of labor tasks. As a consequence, internal organisms within the organization accumulate the same (or more) transaction costs from Negotiation and Translation, as they would, had the labor task involved one or more external organizations.
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Specialized Modus Operandi (Semo) Specialized Modus Operandi evolves from an Organizations’ Common Modus Operandi, in order to solve specialist labor tasks. Specialized Modus Operandi differs from Dissociative Modus Operandi, in that its content structure and design resembles the Common Modus Operandi items, except where it specifically has to differentiate or expand. 2.2 ANALYTICAL PERSPECTIVES OF MODUS OPERANDI Desired Modus Operandi (Desmo; Ideal MO) The Desired Modus Operandi sets the intended grade and intensity of Centralization of Methods, as well as its vertical extend from the strategic leadership. Individual Factions, Hierarchically Defined groups, or even individuals within an organization, have their own conscious or unconscious Desired Modus Operandi, which they project towards the Strategic Leadership, modifying, transforming, reversing, or amplifying the observable and organizationally instituted Task Solving Methods and Modus Operandi of an Organisation. Observed Modus Operandi (ObsMO; External Perceived MO) ObsMO describes the grade and intensity of Centralization vs. Decentralization of Methods, as experienced by an external or ideal observer. Projected Modus Operandi (Promo; Internal Perceived MO) Promo describes the grade and intensity of Centralization of Methods, as experienced by an individual, group, or faction within the organization.
3.0 ENGINEERING METHODS Different goals and situation require different approaches for solutions. This chapter discusses and presents various approaches towards engineering solutions. 3.1 SOLUTION PARADIGMS "For centuries, consumption offered one of the most palpable realms for the West to distinguish itself from the Rest. In 1503, Queen Isabella of Spain decreed that only those American Indians found to consume human flesh could be legally enslaved, motivating colonizers to reject as many natives as possible as cannibals and widen the division between Old world and New." Colloredo Mansfeld, A Handbook of Economic Anthropology 3.11 REACTIVE ENGINEERING Solution Against, Utility Example:
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"New regulations for educations entail assessments and correlation of student happiness, with the quality of the education, as a contingent condition for income for the institution." Example Solution By minimizing student happiness in the period up until evaluation, then maximizing it towards the evaluation, we will use behavioral psychology to get the probable result: Result High Student Happiness Grading during evaluation, resulting in maximized income. Commentary Happiness minimization periods may lead to expenditure decrease. Happiness minimization may lead to increased customer secession. 3.12 RESPONSIVE ENGINEERING Solution Towards, Affectivity Example "New regulations for educations entail assessments and correlation of student happiness, with the quality of the education, as a contingent condition for income for the institution." Solution A higher focus and integration of student learning environments and interactions may lead to higher student happiness, with the probable result: Result Higher Student Happiness Grading maintains the income for the institution. Commentary Human behavior suggests that "happy" and "good" are relative and subject to the perception of the previous period of time within the perspective horizon of the individual, as such, any increase in environmental conditions will be absorbed into the idea of normalcy for the environment, and hence will not produce higher happiness reports. Income is unchanged, or negatively influenced, expenditure is increased. Happiness Focus may lead to increased customer retention, or it may lead to an overextension of resource allocations and pose a detrimental threat to the organizations fiscal or relational economies.
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3.2 PHASE ENGINEERING 3.21 RETROACTIVE ENGINEERING Architectural Engineering (Model -> System -> Effect) Example You need a house. First, you draw a house (Model), afterwards, you find the possible building materials (System) with which the house can be constructed (Effect). 3.22 INNOVATIVE ENGINEERING System Engineering (System -> Model -> Effect) Example You need a house. First, you explore all the materials that you can build a house from (System), then, you draw a house from the selected materials (Model), then, you build the house (Effect). 3.23 EVOLUTIONARY ENGINEERING Non-Engineering or Effect-Retroactive Engineering (Effect -> System -> Model) Example You have a house (Effect). You discover the house is built from materials (System). You discover that using the properties of the materials, you can describe the house (Model). 3.3
ORGANISATIONAL ENGINEERING
3.31 STRATEGIC ENGINEERING System Engineering "I have a System, I need a Model, I want an Effect" The Strategic Engineer deals with the System of an Organization, by providing Models for Effects of Organisms, within the given System. The Common Modus Operandi is inherent to the responsibilities of the Strategic Engineer. Keywords
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Centralized Marketing, Centralized Information, Centralized Communication, Centralized Resource Procurement, Common Modus Operandi, Operating Software, Organization Structure, etc. Application Example Scenario: A Society (User) needs a Hospital. The Hospital needs to provide 10 different types of Treatments (Needs of Users List, Part 1). A Regional Institution (Provider A) is chosen to Administrate the Hospital (Provider B). The Regional Institution needs Fiscal Responsibility and Accountability (Needs of Provider A List, Part 1). The Output Requirements of the Hospital is established (Needs of User List, Part 2; Needs of Provider A List, Part 2). Example Hospital Output Requirements Number of each type of treatment the Hospital is expected to deliver every year. The Hospital needs a Physical Location of Operations, an Organizational Structure, along with Communications, Information, and Marketing Structures (Needs of Provider B List, Part 1). The Fiscal and Legal Framework of the of the Hospitals' Organization is established (System, Part 1 & 2). Example Fiscal and Legal Framework Regulation Elements Proposed or Adopted Budget for the Hospitals Construction and Operations. Law surrounding the construction, operation, and oversight of Hospitals. The Intake Factors of Treatments is established (System Part 3). Examples of Input Factors Price of Employees, Equipment, Medicine, Physical Location(s), etc. The Core Staff Requirements of the Hospital is established, for each Treatment (Model A-J Part 1) Example Core Staff The Doctor Team of a Treatment Unit. The Core Support Staff Requirements of the Hospital is established (Model A-J Part 2) Example Core Support Staff The Nursery Team of a Treatment Unit. The Line Process Staff Requirements of the Hospital is established, for each Treatment (Model A-J, Part 3)
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Example Line Process Staff The Apothecary, Laboratory, and Research Teams of a Treatment Unit. The Line Support Staff Requirements of the Hospital is established (Model A-J, Part 4) Example Line Support Staff The Portation & Sanitation Teams of a Treatment Unit. The Administrative Staff Requirements of the Hospital is established, for each Treatment (Model A-J, Part 5) Example Administrative Staff The Executive & Management Teams of a Treatment Unit. The Administrative Support Staff Requirements of the Hospital is established, for each Treatment (Model A-J, Part 6) Example Administrative Support Staff The Secretary Team of a Treatment Unit. The Informational Needs of the Hospital is established (Needs of Provider B List, Part 2) Example Information Needs Information Standards, Medical Databases, Medical Research, Operational Research, Recruitment Research, Patient Register System, etc. The Informational Needs of the Users is established (Needs of Users List, Part 3) The Informational Needs of the Regional Institution is established (Needs of Provider A List, Part 3) The Communication Needs of the Hospital is established (Needs of Provider B List, Part 3) Example Communication Needs Internal Communication Service, Telephone Service, Internet Website Service, Intranet Website Service, Email Service, Intraoperational Communications Service, Communication Standards The Communication Needs of the Users is established (Needs of Users List, Part 4) Example Communication Needs Standardized and Non-Technical Language, Intuitive Format, Accessibility. The Communication Needs of the Regional Institution is established (Needs of Users List, Part 4) Example Communication Needs Fiscal Accounting, Evaluations, Technical Language. The Marketing Needs of the Hospital is established (Needs of Provider B List, Part 4) Example Marketing Needs External Branding, Internal Branding.
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The Marketing Needs of the Users is established (Needs of Users List, Part 5) Example Marketing Needs Informative and "Useful" Dissemination of Treatment Options. The Marketing Needs of the Regional Institution is established (Needs of Provider A List, Part 5) Example Marketing Needs Fiscal Responsibility, Measurable Effects, Accountability. The Organizational Needs of the Hospital is established (Needs of Provider B List, Part 5) Example Organizational Needs Lean Employee Structure, Lean Management Structure, Standardization of Modus Operandi (both CoMO & SiMO), Standardization of Terminology The Organizational Needs of the Users is established (Needs of Users List, Part 6) Example Organizational Needs Accessory Treatment Units (Rehabilitation, Prehabilitation, Therapy, etc.). The Organizational Needs of the Regional Institution is established (Needs of Provider A List, Part 6) Example Organizational Needs Accountability, Transparency At this point, the individual needs (Corresponding to Desired Effects) of each Treatment is correlated to the System through individual Models A-J. Apparent excess Functionality (Primarily found in the Process and Administration Staff Requirements) is removed, and Models A-J are Compiled, creating a new Model K for the Core Staff & Support Staff Requirements, Model L for the Process Staff & Support Staff Requirements, and Model M for the Administration Staff & Support Staff Requirements. Model K, L, M is correlated into the System, providing a final System of Models for the Organizations Staffing Requirements. Needs, corresponding to Desired Effects, is then corelated through the Models K-M into the System. At this point, the leanest possible Model series for the Desired Effect given the Established System, should appear, with the ability to input Model Series X for Accessory Needs. Model O (Information), Model P (Communication), Model Q (Marketing), and Model R (Organization), with their own Needs List sets, corresponding to Desired Effects, also produces their own probable optimal solutions, when correlated into the System.
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Model O through R seeks to establish Common Modus Operand’s for each given element, overlaid into the Treatments (Model A-J), while allowing Specialization of Modus Operandi in each area (Model A-J) as necessary, by establishing a Common MO for Specialization. Commentary It is important to note that Standardizations of a Common Modus Operandi plays a large role in maintaining these forms of organizational engineering's resultant effects. That is, regardless of the type of CoMO, it is presumed in the theory, that CoMO provides intake efficiency in the production of Effects, by minimizing time spent per Effect. In the CoMO sub-theory, all observable actions inside an Organization corresponds to an overall Operational Method, by which the Organizations’ individuals acts, given any Effect. Examples 1 and 2 are examples of Positive Expressions, while Example 3 is an example of Negative Expressions. Commentary Elaboration 1 The Form Standardization of Documents, so that all Documents are presented in the same way, regardless of the type of Document, is a Common Modus Operandi, which seeks to make the information presentation, regardless of observer, more efficient over time. That is, each exposure to a Document within the Organization increases the familiarity of the Presentation Method, and hence reduces time consumption, both in the reading and production of Documents. Form Standardization entails standardization of Presentation, Language, and Included Information. By extension to the CoMO, Specialized Documents Forms, resembling the Standardized Document Form, but adapted for Specialized Organism Use within the Organization. This could be Treatment Unit Documents, Administrative Unit Documents, and Research Unit Documents, as examples within a Hospital Organization. Common Modus Operandi becomes a Quality Expression for External Observers, while it becomes an Accountability & Legitimacy Expression for Internal Observers. Commentary Elaboration 2 The Teaching Standardization of Classes at an Educational Institution, by which all Classes follow the same Format, is an example of Common Modus Operandi. For example: Introduction, Learning Phase 1, Learning Phase 2, Test, Learning Phase 3, Learning Phase 4, Final Test, seeks to provide transparency, clarity, and accountability for provided Classes at an institution.
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The Standardization should allow the exchange of Teaching Employees given any class, without the resultant loss of knowledge otherwise inherent to the Teacher, such as Learning Progress. Certain types of Classes, such as Natural Science Classes, require Laboratory Time, Projects, etc. These can be Specialized into adaptations of the Form Standardization (SiMO). For example: Introduction, Learning Phase 1, Laboratory Phase 1, Project Phase 1, Test, Learning Phase 2, Laboratory Phase 2, Project Phase 2, Final Test. In this model, Learning Phase 2 is replaced by Laboratory and Project Phase 1, while Learning Phase 4 is replaced by Laboratory and Project Phase 2, but otherwise follows the same form. Specialized Modus Operandi becomes a Quality Expression for External Observers, while it becomes an Accountability & Legitimacy Expression for Internal Observers. Commentary Elaboration 3 An Organization has no observable Common Modus Operandi. Each unit and/or division evolves its own Form Standards (Dissociative Modus Operandi). This is not an expression of Specialized Modus Operandi, as there is no Common Modus Operandi, through which the Form Standards evolve. Exchanges between Individuals, Organisms, and/or Divisions requires negotiation and/or translation as a result. The Dissociative Modus Operandi becomes a Quality Expression for External Observers, while it becomes an Accountability & Legitimacy Expression for Internal Observers.
3.32 TACTICAL ENGINEERING Model Engineering "I have a Model, I need a System, I want an Effect" The Tactical Engineer deals with the Model(s) of an Organisms' Effect(s), by exploring the System of an Organism, in order to provide options for New Effect(s). The Specialized Modus Operandi is inherent to the responsibilities of the Tactical Engineer. Keywords
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Decentralized Marketing, Decentralized Information, Decentralized Communication, Decentralized Resource Procurement, Specialized Modus Operandi, Application Software, Organism Structure, etc. 3.33 Situational Engineering
Effect Engineering "I have an Effect, I need a System, I want a Model," or "I need an Effect, I have a System, I want a Model." The Situational Engineer deals with the Desired or Observed Effects of a System, by exploring the System of an Individual (Person, Process, or Item), in order to provide Models for the Observed and/or Possible Effects. Dissociative Modus Operandi is inherent to the actions of the Situational Engineer. Keywords Individualized Marketing, Individualized Information, Individualized Communication, Individualized Resource Procurement, Dissociative Modus Operandi, Not Applicable to Software (that is, in essence, programmed software requires interoperability between individual items of the software), Individual Structure, etc. Applicative Example A Doctor has a Patient with Symptoms (Effect A). The Patient need "to feel healthier" is established (Needs of User List). The Patient is built from Biological Components (System A, Part 1). The Patients Symptoms are corelated into the System (Effect A-> System A-> Model A), providing a Diagnosis. Fiscal Possibilities of Treatment for Diagnosis is established (System B, Part 1). Legal Possibilities of Treatment for Diagnosis is established (System B, Part 2). Medical Possibilities of Treatment for Diagnosis is established (System B, Part 3). Treatment Accountability and Administrative Needs are established (Needs of Provider List). A Treatment Solution Options Matrix between Needs Lists is constructed (Model B) within System B, providing: | Effect A -> System A -> Model A | System B -> Model B -> Effect B |
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Systems and Models A and B are unified, providing | Effect A -> System A -> Model A |+| System B -> Model B -> Effect B |=>| Effect A -> System C -> Model C -> Effect B |
4.0 TRANSACTION CORRELATION MODELS & SYSTEMS The Primary Transaction Item is the core item of the Transaction Correlation Theory. Any Primary Transaction Item, be it a service or a production item, is the final delivery of a supply chain. Its inherent items are the non-descriptive restraints and resources required to deliver the Primary Transaction Item, exemplified below, while the instilled items are the fragmented descriptive sub-deliveries. The example follows a Restaurant, in its design of the planned delivery of a Primary Transaction Item. Item# Transaction Item Primary Output (Base Effect) A001
-->
Dining Experience (3 Course, Pork)
Inherent Items Base Input --> (Base System)
Item# Instilled Items Defined Input -> (Base Model)
Physical Location
C001
Building, Front
Above we see a Restaurant wishing to deliver a Dining Experience, a 3 Course Meal built around pork as its main dish. The organizational goal is to be able to deliver any dining experience to up to thirty customers, of which it expects about two in ten to purchase the Dining Experience. The dining experience can only be delivered at the Restaurants location. We’ll return to these prepositions, as they aren’t important in the modelling of the Transaction Correlation System, as they become multipliers on individual variables of a flexible output, variated by observed utility. Going further, it is established that in order to deliver this service, the service will need a physical location at which to do so, after which, it fragments this physical location into multiple tangible fragments, upon which it can make actual decisions, as seen below. Instilled Items Defined Input --> (Base Model)
Item# Serialized Transaction Item Secondary Output --> (Directly Correlated Effect)
Item# Inherent Items Base Input --> (Extended System)
Building, Front
D001
Access Point
D002
Sign, Business
E001 E002 E003 E004 E005 E006
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External Door Laws, Rules, & Regulations Utility Plan Color Font Font Color
Building, Back
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D003
Cleaning
D004
Decoration, External
D005
Lighting
D006
Maintenance
D007
Power Outlet
D008
Water Outlet
D001
Access Point
D003
Cleaning
D004
Decoration, External
D005
Lighting
E007 E008 E009 E010 E011 E003 E012 E013 E014 E002 E003 E015 E016 E002 E003 E002 E017 E018 E019 E003 E020 E021 E002 E003 E002 E018 E003 E002 E018 E003 E001 E002 E003 E012 E013 E014 E002 E003 E015 E016 E002 E003 E002 E017
Font Size Geometrics Information Density Information Presentation Sign Size Utility Plan Sanitation Staff Cleaning Equipment Cleaning Utensils Laws, Rules, & Regulations Utility Plan Decoration Plan Decoration Staff Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Light Source Placement Power Supply Utility Plan External Maintenance Staff Internal Maintenance Staff Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Placement Utility Plan Laws, Rules, & Regulations Placement Utility Plan External Door Laws, Rules, & Regulations Utility Plan Sanitation Staff Cleaning Equipment Cleaning Utensils Laws, Rules, & Regulations Utility Plan Decoration Plan Decoration Staff Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Light Source
Kitchen Area
D006
Maintenance
D007
Power Outlet
D008
Water Outlet
D001
Access Point
D001
Access Point
D009
Air Condition
D003
Cleaning
D010
Equipment, Cooking
D010
Equipment, Cooking Platform
D011
Dining Service & Utensils Cleaning
D012
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Storage, Dining Service & Utensils
E018 E019 E003 E020 E021 E002 E003 E002 E018 E003 E002 E018 E003 E022 E002 E003 E001 E002 E003 E023 E024 E002 E003 E012 E013 E014 E002 E003 E025 E002 E003 E026 E002 E027 E028 E003 E029
Placement Power Supply Utility Plan External Maintenance Staff Internal Maintenance Staff Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Placement Utility Plan Laws, Rules, & Regulations Placement Utility Plan Internal Door Laws, Rules, & Regulations Utility Plan External Door Laws, Rules, & Regulations Utility Plan Air Ventilation System Air Temperature System Laws, Rules, & Regulations Utility Plan Sanitation Staff Cleaning Equipment Cleaning Utensils Laws, Rules, & Regulations Utility Plan ALL types of Cooking Equipment Laws, Rules, & Regulations Utility Plan ALL types of Cooking Platforms Laws, Rules, & Regulations Sink Table, Steel Utility Plan Dishwasher
E030 E012 E002 E027 E003 E031
Glasswasher Sanitation Staff Laws, Rules, & Regulations Sink Utility Plan Furniture, Wood
D004
D005
D006
D013
D007
D012
D008
Management Area D001
D009
D003
D010
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E002 E003 Decoration, Internal E015 E016 E002 E003 Lighting E002 E017 E018 E003 Maintenance E021 E002 E003 Notation E032 E033 E002 E003 Power Outlet E002 E018 E003 Storage, Resource and Produce E034 E035 E036 E002 E003 Water Outlet E002 E018 E003 Access Point E022 E002 E003 Air Condition E023 E024 E002 E003 Cleaning E012 E013 E014 E002 E003 Equipment, Computer E037 E002 E038 E039
Laws, Rules, & Regulations Utility Plan Decoration Plan Decoration Staff Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Light Source Placement Utility Plan Internal Maintenance Staff Laws, Rules, & Regulations Utility Plan Paper Writing Utensil Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Placement Utility Plan Cold Storage Unit Dry Storage Unit Frost Storage Unit Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Placement Utility Plan Internal Door Laws, Rules, & Regulations Utility Plan Air Ventilation System Air Temperature System Laws, Rules, & Regulations Utility Plan Sanitation Staff Cleaning Equipment Cleaning Utensils Laws, Rules, & Regulations Utility Plan Internet Service Laws, Rules, & Regulations Local Networking Operating System
Parking Area
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D004
Decoration, Internal
D005
Lighting
D006
Maintenance
D013
Notation
D007
Power Outlet
D010
Equipment, Printer
D012
Equipment, Office Material
D010
Equipment, Telephone
D001
Access Point
D004
Decoration, External
D005
Lighting
E040 E003 E015 E016 E002 E003 E002 E017 E018 E003 E021 E002 E003 E032 E033 E002 E003 E002 E018 E003 E002 E038 E032 E041 E003 E042 E043 E044 E002 E003 E002 E045 E003 E046 E002 E003 E015 E016 E002 E003 E002 E017 E018 E047
Software Utility Plan Decoration Plan Decoration Staff Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Light Source Placement Utility Plan Internal Maintenance Staff Laws, Rules, & Regulations Utility Plan Paper Writing Utensil Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Placement Utility Plan Laws, Rules, & Regulations Local Networking Paper Printing Ink Utility Plan Furniture, Wood Furniture, Metal Furniture, Chairs Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Telephone Service Utility Plan Public to Private Area Transition Laws, Rules, & Regulations Utility Plan Decoration Plan Decoration Staff Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations Light Source Placement Power Supply
D014
Parking Space
D002
Sign, Regulation
D003
Cleaning
D006
Maintenance
E003 E002 E048 E018 E003 E002 E003 E012 E013 E014 E002 E003 E020 E002 E003
Utility Plan Laws, Rules, & Regulations Parking Lots Placement Utility Plan Laws, Rules, & Regulations Utility Plan Sanitation Staff Cleaning Equipment Cleaning Utensils Laws, Rules, & Regulations Utility Plan External Maintenance Staff Laws, Rules, & Regulations Utility Plan
There are, of course, more areas that can be described, but this should instill within the reader the pattern processing inherent in the initial method behind the modelling process. At first, each defined area, such as the Front of the Building, or Storefront, the Rear Area of the Location, the Kitchen, or the Management Area, is broken down into which decisions and which services will be required, in order to achieve a maximally desirable effect of the decisions made upon terminal delivery of supply. Notably, each decision on delivery, or Serialized Transaction Item, requires a subsidiary consideration of two items, Laws, Rules, & Regulations, and Utility Planning, besides other items inherent to the Serialized Transaction Item. Laws, Rules, & Regulations can be broken into external and internal regulation of behavior, exerted either by governments and courts of law, or by stakeholders and strategic leadership and management, and restricts the choices of delivery and deployment for all “sibling” inherent items. The Utility Plan is essential in establishing the “what’s”, “who’s”, and “why’s” of any given item. We will return the “what’s” and “why’s” later. The “Who’s” can be described as: Observer, Operator, Sender, Supplier, and Task Master. The Observer is the recipient of the delivery, whose opinion constitutes absolute fact for the consumer, as the observer(s) is the purveyor(s) of any Primary Transaction Item. The Operator is the person(s) responsible for the operation and usage of the sibling inherent items, for example, the serialized item D003 Cleaning, would have the Cleaning Staff as its Utility Plan Operator, as they are intended to use the Cleaning Equipment and Cleaning Utensils, to perform the Service, or Serialized Transaction Item, D003 “Cleaning.” The Sender is the origination point of the decision and its associated items and tasks, usually the strategic leadership or the tactical management, in this case either the Restaurant’s owner, high end management, or manager in charge of the specific task area
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or physical area, depending on the chaining of leadership in the organization. For large organizations, the sender is usually a project portfolio manager or strategic leadership group. The Supplier is the list of intended suppliers of the materials inherent in the Serialized Transaction Item, usually externals, unless the sibling inherent items are supplied internally by the organization. The importance of supply and supplier is further elaborated later in this chapter. The Task Master is the one responsible for overseeing the serialized item, delegated by the Sender, the Task Master is often responsible for a physical location, or a specific branch of the organizations internal transaction item groups, such as “cleaning” or “resource procurement,” or in the case of D003 Cleaning, it could be either the Store Manager or the Kitchen Manager, if not overseen by the Restaurant owner(s).
4.1 TRANSACTION CORRELATION MODELLING Transaction Correlation Models attempt to track relations between each Transaction, and the necessary components for each derived transaction. Different approaches to this modelling type are already known and widely employed, however, TCM differs in its systematic approach, and the emphasis of the Utility Plan, and the multi-disciplinary approach that requires each aspect of each separate action, behavior, effect, inferiority, purpose, quality, utility, and value that is associated with the given item in the modelling. Primary, Secondary, Tertiary Transaction refers to the Customer/Direct Users’ perspective of the Transaction, the Operator/Producer/Servicing Users’ perspective of the Transaction, and the Owner/Shareholders’ perspective of the Transaction respectively. Infinite layers of perspectives can be added to the way the Correlations are modelled, the next being the Society’s perspective of the Transaction Item, and so forth. 4.11 TRANSACTION CORRELATION MODEL A Short Modelling Primary Transaction Item -> Inherent Items -> Instilled Items -> Accessory Transaction Items -> Inherent Items -> Instilled Items = Summarized Transaction Effect The table below is an example of a Primary Transaction Item, and it’s most approximate inherent and instilled items.
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Item# Transaction Item Primary Output (Base Effect) A001
-->
Dining Experience (3 Course, Pork)
Inherent Items Base Input (Base System) Physical Location
-->
Item# Instilled Items Defined Input (Base Model) Building, Front
-->
Item# Serialised Transaction Item Secondary Output (Directly Correlated Effect) D001
Access Point
D002
Sign, Business
D003
Cleaning
D004
Decoration, External
D005
Lighting
-->
Inherent Items Base Input (Extended System) External Door Laws, Rules, & Regulations Utility Plan Color Font Font Color Font Size Geometrics Information Density Information Presentation Size Utility Plan Sanitation Staff Cleaning Equipment Cleaning Utinsils Laws, Rules, & Regulations Utility Plan Decoration Plan Decoration Staff Laws, Rules, & Regulations Utility Plan Laws, Rules, & Regulations
The table below is a continuation of the original table partially presented above as an example. It shows the next steps of serialized transaction items, and their inherent and instilled properties. Further, it explores an example of possible contents of a Utility Plan. Dairies
D023
Dairy, Cheese
Laws, Rules, & Regulations Utility Plan
Operator Overseer Procurement Plan
Cooking Staff Kitchen Manager Content
Procurement
Format Laws, Rules, & Regulations Operator Overseer Platform Utility Plan Content
Replacement Plan
Laws, Rules, & Regulations Operator Overseer Platform Supplier Utility Plan Content
Format Laws, Rules, & Regulations Operator Overseer Platform Utility Plan
4.12 TRANSACTION CORRELATION MODEL B Medium Modelling
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Inherent Values of Cheese Instilled Values of Cheese Quality of Cheese Reputation of Cheese Size of Cheese Supplier Listing Type of Cheese
Kitchen Manager Director
Inherent Values of Cheese Instilled Values of Cheese Quality of Cheese Reputation of Cheese Size of Cheese Supplier Listing Type of Cheese Kitchen Manager Director
Inherent Values of Cheese Instilled Values of Cheese Quality of Cheese Reputation of Cheese Size of Cheese Supplier Listing Type of Cheese
Kitchen Manager Director
-->
Primary Transaction Item -> Inherent Items -> Instilled Items -> Accessory Transaction Items -> Inherent Items -> Instilled Items -> Accessory' Transaction Items -> Inherent Items -> Instilled Items = Summarized Transaction Item Effect 4.13 TRANSACTION CORRELATION MODEL C Long Modelling Primary Transaction Item -> Inherent Items -> Instilled Items -> Accessory Transaction Items -> Inherent Items -> Instilled Items -> Accessory' Transaction Items -> Inherent Items -> Instilled Items -> Accessory'' Transaction Items -> Inherent Items -> Instilled Items + Secondary Transaction Item -> Inherent Items -> Instilled Items -> Accessory Transaction Items -> Inherent Items -> Instilled Items -> Accessory' Transaction Items -> Inherent Items -> Instilled Items -> Accessory'' Transaction Items -> Inherent Items -> Instilled Items Repeat Secondary Transaction Item for each Secondary Item accessory to the Primary Transaction Item = Summarized Transaction Item Effect 4.14 TRANSACTION CORRELATION MODEL D Infinite Modelling Primary Transaction Item -> Inherent Items -> Instilled Items -> Accessory Transaction Items -> Inherent Items -> Instilled Items -> Accessory' Transaction Items -> Inherent Items -> Instilled Items -> Accessory'' Transaction Items -> Inherent Items -> Instilled Items -> Accessory''' Transaction Items -> Inherent Items -> Instilled Items => Summarized Transaction Item + Secondary Transaction Items -> Inherent Items -> Instilled Items -> Accessory Transaction Items -> Inherent Items -> Instilled Items -> Accessory' Transaction Items -> Inherent Items -> Instilled Items -> Accessory'' Transaction Items -> Inherent Items -> Instilled Items +
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Tertiary Transaction Items -> Inherent Items -> Instilled Items -> Accessory Transaction Items -> Inherent Items -> Instilled Items -> Accessory' Transaction Items -> Inherent Items -> Instilled Items -> Accessory'' Transaction Items -> Inherent Items -> Instilled Items = Summarized Transaction Item Effect
4.2 TRANSACTION CORRELATION SYSTEMS TC Systems are constructs of correlations and dependency networks between modelized items, by treating sub-correlated items within models as individual items’ with independently connectable, correlatable, or dependable relations, forming the stackable collective experience or output effect of a primary action or transaction cluster of events or items. Thus, a detailed relational network of actions and items presents decision makers with a powerful and realistic tool for assessment for inputs and outputs by analyzing, evaluation, and utilizing a defined and purposefully created model of all transactions correlated to the success of the primary transaction item or items managed. Multiple Subordinate Inputs, Models, and Effects can exist within each Examined Transaction Item, and its’ Accessory, Derived, and Serialized items.
4.21 EXAMPLE TRANSACTION CORRELATION PATTERN FOR SYSTEMS System Construction Pattern
Primary Transaction Item A o Input for Primary Transaction Item A o Model for Primary Transaction Item A o Effect for Primary Transaction Item A Accessory Transaction Item A o Input for Accessory Transaction Item AD (Shared by ATI: A, ATI: D) o Model for Accessory Transaction Item A o Effect for Accessory Transaction Item A Accessory Transaction Item B (Shared by PTI:A, PTI: B, PTI: C) o Input for Accessory Transaction Item B o Model for Accessory Transaction Item B o Effect for Accessory Transaction Item B Primary Transaction Item B o Input for Primary Transaction Item B
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o Model for Primary Transaction Item B o Effect for Primary Transaction Item B Accessory Transaction Item B (Shared by PTI:A, PTI: B, PTI: C) o Input for Accessory Transaction Item B o Model for Accessory Transaction Item B o Effect for Accessory Transaction Item B Accessory Transaction Item C o Input for Accessory Transaction Item C o Model for Accessory Transaction Item C o Effect for Accessory Transaction Item C Primary Transaction Item C o Input for Primary Transaction Item C o Model for Primary Transaction Item C o Effect for Primary Transaction Item C Accessory Transaction Item B (Shared by PTI:A, PTI: B, PTI: C) o Input for Accessory Transaction Item B o Model for Accessory Transaction Item B o Effect for Accessory Transaction Item B Accessory Transaction Item D o Input for Accessory Transaction Item AD o Model for Accessory Transaction Item D o Effect for Accessory Transaction Item D
4.22 FORM STANDARDS IN TASK ASSIGNMENTS Continuing the principles of Efficient Communication, Utility, and Utility Planning: task assignments and descriptions should account for the consideration patterns presented below. The application, effect, and utility of input and output goals and standards will be discussed later in the work. A. COMMUNICATIONS STRUCTURE Observer (Correlated User of Product, Recipient A) Operator (Intended User of Product, Recipient B OR Intended Producer of Product)
Owner (Task Manager) Sender (Task Issuer, Portfolio Manager) Supplier
B. DESIGN/ENGINEERING: INTENTION PLANNING Intention, Content Engineering Intention, Content Engineering Paradigm (Reaction v. Response) Perspective (Individual, Tactical, or Strategic) Intention, Content Information
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Intention, Content Quality Intention, Primary Effect (External, Time Local Target Effect) Intention, Primary Correlation Effect (External, Time Continual Target Effect) Intention, Secondary Effect (Internal, Time Local Target Effect) Intention, Secondary Correlation Effect (Internal, Time Continual Target Effect)
C. DESIGN/ENGINEERING: LABOUR THEME Standard, Theme (Labor Task Type, Task Portfolio Origin) Standard, Thematic Coloration Standard, Thematic Graphical Information Presentation Method (Information Density, Text Fonts, Text Structure, etc.) Standard, Thematic Graphic Format (Graphs, Text, Pictures, etc.) Standard, Thematic Language (Danish, English, etc.) D. RESOURCE ALLOCATION AND PLANING Task Owner, Communications Plan Task Owner, Financial Plan Task Owner, Meeting Plan Task Owner, Time Allocation Plan Task Owner, Utility Plan Operational Personnel, Amount Operational Personnel, Communications Plan Operational Personnel, Financial Plan Operational Personnel, Meeting Plan
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Intention, Engineering Purpose (Tactical Solution) Intention, Engineering Purpose Correlation (Strategic Solution) Intention, Product Usage Frequency (How often the product of the task is thought to be utilized) Intention, Task Repetition Frequency (How often the task is thought to have to be repeated)
Standard, Thematic Linguistic Format (Essay, Letter, Report, etc.) Standard, Thematic Linguistic Structure (High v Low LiX, sentence length, technical terminology use) Standard, Thematic Media Platform (Paper, Pdf, Website, etc.)
Operational Personnel, Resource Allocation Plan Operational Personnel, Time Allocation Plan Operational Personnel, Utility Plan Supporting Personnel, Specialist Type(s) Supporting Personnel, Specialist Amount(s) Supporting Personnel, Acquisition -OR- Requisition Plan Supporting Personnel, Substitution Plan
Supporting Personnel, Communications Plan Supporting Personnel, Financial Plan
Supporting Personnel, Time Allocation Plan Supporting Personnel, Utility Plan Supporting Personnel, Utility Substitution Plan
D1. DIGITAL RESOURCES
Allocation Plan Consumption Rate Plan Financial Plan Utility Plan Storage System Plan
Supply Plan Supply Substitution Plan Evaluation Method Inferiority Indicators Quality Indicators
Supply Plan Supply Substitution Plan Evaluation Method Inferiority Indicators Quality Indicators
Supplier, Solution Method (Organization v. Unit Modus Operandi -AND - External v. Internal Solution Appropriation) Supplier, Solution Method (Dis)Advantage Analysis & Evaluation Supplier, Information Technology (Immaterial, Knowledge & Software) Supplier, Information Technology Replacement
D2. PHYSICAL RESOURCES
Allocation Plan Consumption Rate Plan Financial Plan Utility Plan Storage Plan
AND. SUPPLY-CHAIN PLANNING Supplier, Machine Technology (Material, Computerized/Mechanical/Robotic) Supplier, Machine Technology Replacement Supplier, Raw Resources (Material, Non-CMR) Supplier, Raw Resource Replacement
Additional elements can and should be added to the listings above, in order to accommodate for the individual departments’, divisions’, individuals’, or organizations’ needs.
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5. THE LANGUAGES OF CORRELATIONS "Korzybski saw, as did Pavlov, that improper use of language yielded symbolic confusion, leading to neurosis" - Furman and Gallo, 2000 The use, and consistency, of linguistic definitions, methodologies, policies, and terminological application controls the use and evolution of language within and in relation to an organization and its communication and creative and process experience dissemination throughout its organisms. Without a consensus (often generated by active, determined, and utility-oriented policies and management methodologies,) terminology loses meaning beyond its immediate origin, stressing its immediate and lingering importance for the growth and health of an organization. It is important for an organization to speak the same language, discussion revolving around solutions for a labor task, often originate from the negotiation and translation process involved in understanding what the labor task’s content actually entails.
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Speaking of Economics. Kaci, A. 2007.
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Speaking of Economics. Kaci, A. 2007. Above, I have chosen to present Kaci’s discussion of meaning, sincerity, and purpose of conversation, I will ask that you keep this in mind, as you contemplate the proposed informational narrative below as a premise for the discussions further in this work. 5.1 THE EXAMPLE OF MUST, SHOULD, CAN, CAN’T, SHOULDN’T MUSTN’T Must: "You must do this, or you will get fired." You probably heard this sentence before, but what does it actually mean, or rather, what does it imply? Must refers to an action that must be performed, in accordance with a rule of law (or any conceptual rule). In the case of having to perform a certain labor task, the must refers to the laws surrounding the employment contract, and its breach clauses, while further implying that a Rule of Law grounded sanction can or will be applied to the receiver of the communication. Infers: Ultimate, Nondebatable Sanction, High Severity and Urgency.
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Should: "You should write down your daily hours in a logbook." Why do we keep journals and logbooks? What is their intended function? And why SHOULD we keep one? Should refers to actions that can be performed, and which have precedential legal application in a Court of Law (or a Court of Peers, in the case of professional or social "should's"), or which would provide an advantage for the receiver of the information, contrary to performing alternative or no actions in relation to the action. Infers: Advantageous, Desirable, Debatable Sanction, Low Severity and Urgency. Can: "You can go wherever you wish for." What does "can" imply? You can do anything that breaks no conceptual rule. Infers: Possible, Probable. Can't: "You can’t leave before you cleaned after yourself!" What does "can't" imply? You can't do anything that breaks a conceptual rule, in the exemplary case, the social norms of the situation, or in the case of a child-parent communication, custody rules of law would regulate the child’s actions to be within the accepted actions of the parent. Can't implies no specific sanctions if the action is performed, or impossibility of performing the action. Infers: Impossible, Improbable. Shouldn't: "You shouldn’t trespass on private property!" implies that sanctions will be applied, if a relevant authority becomes aware of the action (trespassing,) and sanctions are deemed necessary, hence "shouldn’t" becomes the opposite of the "should" examples outcome. An action you shouldn’t perform would, for example, in a Court of Law be considered as a pattern towards an action you mustn't perform. Infers: Disadvantageous, Undesirable, Penalty, Low Severity and Urgency. Mustn't: "You must not kill that man!" Mustn't implies that severe sanctions will be applied, should a relevant authority become aware of the action. Likewise, "you mustn't jump out the window" would imply severe trauma or termination, by breaking the "rule of gravity," enforced by the authority "physics." Infers: Ultimate, Nondebatable Sanction, High Severity and Urgency. 5.2 CONCEPTS AND METAPHORS Human conceptual systems and hence pattern recognition relies on the concept of metaphors. Observed patterns of actions therefore becomes a metaphor for the entirety of the observed actors probable pattern behavior. Laughter, Nutrients, and Reality. The three seems to have little in common, except that all three appear in apparent patterns, whose learned symbolism and order impacts the information in the information pattern. For starters, all three are words.
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Consider the following exchange: 1: What does a word mean? 2: Well, a word is a sequence of letters or sounds. 1: But then what is a letter or a sound? 2: The Letters are the symbols we use to write a word, while a sound is the effect air makes when it escapes the body. 1: But I still don’t know what a word is, and what does air mean? 2: Ah, well. Symbols are the metaphors we agree to contain a certain meaning. For example, the Sound "L" is represented by the symbol, or letter, "L. If I place them in a sequence, they form an information pattern. In a collective effort, we agree that certain symbols placed in certain patterns contain certain meaning. 1: Ah okay. But I still don’t know what Symbols, metaphors, or any of the other... What do you call them? I don’t know what any of it means. 2: Oh, I see, you never learned your first word's meaning. You will find that without other words, describing any word becomes impossible. All words eventually exist in a relation with each other, correlating information patterns into a larger overall sense. We may not really notice these effects in the everyday life, but humans adapt to experienced information patterns thousands of times per day, with little notice. One may unconsciously move from side to side while walking down a congested pavement, adapting to the experienced information patterns of the other pedestrians’ movements, or a laborer might produce items of similar characteristics as observed items of the same category, adapting to an overall information pattern without consciously addressing the fact. Addressing this basic human behavioral process is the foundation of the Common, Dissociative, & Specialized Modus Operandi Theory, where established patterns propagate and infect new information patterns as they are experienced. Below, I have chosen to present an except on Kaci speaking on the necessity of representations that are consciously designed to approach the human cognitive understanding of the represented objects in their material form and interactive placement.
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From “Speaking of Economics”, Kaci, A. 2007.
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6. COGNITION, EVALUATION, INFORMATION, UTILITY, AND VALUES – N-APRROACH TO THE SAME SYSTEM
Speaking of Economics. Kaci, A. 2007. This chapter promotes interdisciplinary information pattern processing, by examining the implications of statements and extrapolations relating to behavior, cognition, information patterns, and stimuli, through a short initial discussion, and then presenting excerpts of the various fields touching between behavior, design, economics, engineering, and organizations, and a recent study in the Behaviors & Utility of Goal Setting and Input and Output Correlations. Transaction Correlation Theory relies on understanding the utility perceptions of target groups, in order to accurately account for and predict inferiority and quality indicators of the profiled needs and accessory needs, in the development, implementation, and refinement of items and transaction items. In order to accurately engineer a design for an item, regardless of it being an Organization, a product or service, or anything else, the engineer needs to apply a multi-disciplinary understanding of behavior and patterns, in order to produce the desired effects and results. CONTENTS 6.1 Discussion of Cognitive Assertations and Stipulations 6.11 Illussions, Excerpt from Conciousness: A Very Short Introduction, Blackmore, S. 2005.
68 75
6.2 Environmental Economics & Psychology: Benefit, Cost, Evaluation, Risk, Utility, and Valuation 78 6.21 Except from: Environmental Economics for Non-Economists by Asafu-Adjaye, J. 2000.
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79
A. Concept of Benefits and Costs 79 B. Concept of Valuation 84 C. Concept of Utility 87 D. Concept of Evaluation 92 E. Concept of Risk 97 F. Concept of Risk Analysis 101 6.22 Excerpt from Enrionmental Psychology: Putting Research into Practice. Edgerton, E., Romice, O., Spencer, C. 2007. Chapter 6: The Role of Information and Trust in the Process of Risk and Perception. Garcia-Mira, R., Blanco, I. L. 106 A. Background 106 B. Case Study of Risk Perception 109 Case Analytics & Results: Perception Based Risk Evaluation, and an Argument for the Variant Individual and Category Correlational Utility Model and System Approach. 110 C. Internal Valuation and Source Trust Grading 112 D. Multi-Analytical Evaluation Approach System 116 E. Conclussions on Internal Methodology for the Evaluation of Risks and Risk Relevant Information 119
6.3 Anthropological Economics & Psychology 6.31 Excerpt from: A Handbook of Economic Anthropology. Carrier, J., 2005. A. Anthropological Theories of Value B. Culturally Contingent Valuation C. The Economics of Gifts D. Political Valuation
6.4 Organizational Behavior 6.41 Excerpts from Organisational Behavior: Securing Competetive Advantage. Hollenbeck, J. R., Wagner III, J. A. 2010. A. Evidence Based Management B. The PUrpose of Science C. Causal Inference D. Designing Observations to Infer Cause E. Generalising Research Results & Linking Behavioral Science to Practice
6.5 Neurophysical Behavior 6.51 Excerpts from The Neurophysics of Human Behavior, Furman, M. 2000. A. Examples of States, Experiences, and Phenomena B. Submodal Behaviors (Submodalities) C. Intervention Tools D. Dynamics of Influence and Persuasion E. Neurophysical Change Mechanics
6.6 Study in Utility of Input and Output Goals A. B. C.
Background Results Conclussions
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121 121 121 126 135 144
147 147 147 151 156 160 164
169 169 169 170 171 177 183
187 188 194 200
6.1 DISCUSSION OF COGNITIVE ASSERTATIONS AND STIPULATIONS Associated or Serialized stimuli create a combined experience, sustaining itself until a new pattern of associated or serialized stimuli emerge (Furman and Gallo, 2000. Blackmore, 2007.) This statement is fundamental to Transaction Correlation as a theory, however, TC introductorily limits itself to the Primary Transaction Operator's perspective, when calculating the Summarized Experience of a Primary Transaction Item, which forms the basis for the Modelling Types described under Transaction Correlation Models. Stimuli, such as information in the form of text, presented in the Black/Grey/White scale, is recollected by the Left Visual Field, and is hence recollected faster than information requiring color parsing. Color-associated information requires the Right Visual Field. Likewise, the Left Visual Field stores and recollects data in 2D, while the Right Visual Field stores and recollects data in 3D. (Furman and Gallo, 2000.)
From Conciousness: A Very Short Introduction, Blackmore, S. 2005.
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The applications of this statement should be apparent to the reader, however, as we go. By presenting information, first in a "2D" format, platform, and shape, in the Black/Grey/White coloration spectrum, and at a later point, adding coloration or spacegeometrics at a later repetition point, and then fully adding coloration and spacegeometrics at a last stage repetition phase. By utilizing this information presentation and repetition pattern method, one utilizes the "fast-learning" (low detail) - "slow-learning" (high detail) memetic storage methods of the Visual Fields cortical hemispheres, layering information, and allowing it to be recalled both fast in "low" (general) detail and relatively slower but in a higher detail. A commonly known application of this statement is the "Preparation Study" (Black/White/Grey unless the books or reading material contains colorized items. Colorized items and pages containing them will have a lowered recreation success than non-colorized item-pages) -> "Class Teaching" (Colorized, 3D) -> "Practical Labor" (Labor) method of teaching, however, this generally only allows for three repetitions, each repetition widely different in its environmental and labor task pattern, which explains low retention without self-applied repetitions. Another way of approaching this would be to change the intensity of the Teaching Transaction Item Sequence, decreasing it to half, but doubling the repetition steps. To successfully do this, two Teaching Transaction Items run together instead: Preparation Study (Half Subject A1, Half Subject A2) -> Class Teaching (Half Subject A1, Half Subject A2) -> Preparation Study (Half Subject A1, Half Subject A2) -> Class Teaching (Half Subject A1, Half Subject A2) -> Practical Labor (Full Subject A1) -> Practical Labor (Full Subject A2). If the information patterns of the two Subjects', A1 and A2, are metaphorically correlated in the brain's information structure, the two will serve to reinforce each other’s success rate of recreation, as the correlated information patterns are activated in sequence, but without remaining within the same specialized information pattern, encouraging cognition and creativity. The opposite is, as would be assumed implied, true. Widely different information patterns, such as complete change of subjects, for example the change of teaching class subjects from a linguistic to a scientific subject, ends the immediate action sequence, and begins the evaluation phase of the experienced sequence, significantly reducing the probability that successive sequences' information patterns will positively affect the recreation rate of the sequence's experienced information patterns. Although some sub-fields of linguistics and scientific subjects may intercede, the core information structure differences between the philosophically based linguistics, and the mathematically based, empirically developed natural sciences are akin to the difference between the core information structures surrounding religion and spiritism, and the core information structures surrounding cooking recipes or tool sheds. As activity is likely to
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decrease is the subcortices that were activated during the first sequence, the second sequence may actually be outright detrimental to the learning efforts of the first sequence, if it's contained information patterns do not correlate. Further, this explains why students in a teaching environment, such as a school or institute, often have low success rates of recreation of information patterns from classes of low interest, when other classes are present in the overall sequence "School Day." The individual sequence of the classes also matters, the low interest class will have a lower chance of recreation success, the later in the sequence of the school day the class is placed, as the overall environmental and physical information pattern "school" becomes increasingly stagnant. Hence the argument for same general subject, but in different subfields, being taught throughout the day. By stimulating the view-points and methodology changes of the different approaches of the same subject, an increase in information pattern change is achieved, while at the same time stabilizing the overall information pattern of the day. For example, a School Day could contain the classes: "Geometrics," "Infinitesimal Calculus & Differentiation," and "Statistics" or "Behavioral Economics," "Econometrics," and "Finance" successfully, while a School Day containing "Biology," "Crafting," and "History" is probable to have a lower individual success rate for recreation of experienced information patterns, and a lower general sequence success rate of recreation. "...studies concluded that both intense repetition of pattern and the absence of pattern produced profound, spontaneous reorganization of information networks in the human brain, resulting in a radical alteration of thoughts, beliefs, emotions,
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behavior, and personality" & A stable but varied sensory pattern is required, in order to prevent brain degeneration. (Furman and Gallo, 2000.)
We all know the applications of this insight. Spending every day in the same building, in the same room, never changing the observed patterns, would drive any human brain to degeneration and neurosis, it would only be a matter of the time to get to that point.
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However, we also know the opposite to be true. We see this application every day in refugees from war zones. The constant and everchanging observed patterns, that children enduring a war-zone has had to survive, leaves profound and permanent neurosis in the brain of the victims. We also know this from shorter experiences, any trauma can lead to spontaneous reorganization of the information networks in the brain. What the second statement implies however, for the decorators and designers of an organization owned and/or operated buildings, documents, websites, and other platforms, has wide-ranged application: The coloration, shape, size, texture, and frequency of substitution of a physical location or media platform can control the direction of experience for the operator. The importance of coloration and shape will be discussed later. The decoration of physical locations can work to stimulate the brain of an operator by increasing or decreasing cognition and creativity, and increasing or decreasing anxiety, boredom, and restlessness. Prolonged over or under stimulation through physical architectural and decorative surroundings will promote an immunity to the effects, through destruction of the subcortex-centers promoting the mental ability or state focus, or through neurotic adaptation of the core information analysis patterns of the brain. This also explains the large variation in conclusions of observations of open vs. closed office environments. Different brains have different utility requirements, as they score differently on the Utility Personality Model, while different labor tasks also require different stimuli to successfully complete, and different environments return different utility to the operators. Persons with a Near-Ideal Broken Environment Utility Personalities will ascribe higher utility to the closed office environment in general, while persons with Near-Ideal Environment Utility Personalities will ascribe higher utility to the open office environment. Either personality type disorder will ascribe the other type of office as outright detrimental to their labor effort. Persons with normal Environment Utility Personalities will generally weigh slightly in preference and hence attributed utility, but will generally function well in either environment, if there is a general variation of (optional) isolation and (optional) socialization. Cortical and Neural Activation, Intensity, Repetition, and Pattern Change, combined with its proximity to the pre-existing dominant memetic information patterns, control the recollection quality, speed, and success rate of new information pattern’s Replicatedion. (Furman and Gallo, 2000.) This information structure change method, used in psychological treatment for neurotic behaviors, to change the behavior pattern in the fundamental nature of decision making, can also be used when transmitting information of importance. Overuse or cluttering (stacking anchors or information structures) of the method eventually collapses the
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stacked information pattern, reverting or strengthening the previous behavior or information pattern. This explains why certain types of commercials show large immediate success but diminishing returns over time. Meanwhile, seasonal commercials, as an example, maintain a specific pattern, and do not extend or cross their patterns, thereby retaining their effect for a longer time, by successfully integrating with cultural memes. The application of the statement is mainly found in the first part, "Cortical and Neural Activation," as Intensity and Repetition" are commonly known factors of "learning" new information patterns. When transmitting information, the more ways it is transmitted simultaneously, the larger the success rate of replication of the information at a later stage, however, too many transmission platforms at once creates an overstimulation through erratic or over-apparent pattern changes, which may lead to brain degeneration or neurosis. Another application of this concept is utilization of the same generalized branding or logo structure, but doing so in different colors, shapes, and patterns. Different colors, shapes, and patterns activate different subcortices of the brain, hence "forcing" the brain to retain the information in a wider array of subcortices, increasing its chance of being stored near high-valued information patterns, and thereby increasing the chance of successful recollection in relation to associated information patterns. Anchoring a subject’s relational positioning of information patterns within the internal information matrix towards the emotional and logical evaluation of a location, person, or supply preference is possible through selective pattern changes, designed to produce stability of sense of security and wellness. This is made possible by predicting, accommodating, and engineering towards the needs for complex pattern change distributions, logical dependencies, and order/entropy structure. That is, if a physical location offers a greater sense of security from uniformity in patterns and a greater sense of opportunity for (positive) change in patterns, than alternative physical locations the subject has access to, the utility of that location may referentially increase. (Furman and Gallo, 2000. Blackmore, 2007.)
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Anchoring is a powerful tool, both conversationally and organizationally applied, as well as in other psychology-related situations, and can be used to change, control, eliminate, exploit, and maintain behaviors and information patterns. The graphics presented on this topic, peaks at the various motivations and reasons for considering the utility of anchoring as an application of design decision-making processes.
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6.11 ILLUSSIONS, EXCERPT FROM CONCIOUSNESS: A VERY SHORT INTRODUCTION, BLACKMORE, S. 2005.
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6.2 ENVIRONMENTAL ECONOMICS & PSYCHOLOGY: BENEFIT, COST, EVALUATION, RISK, UTILITY, AND VALUATION The following chapter discusses the various approaches of Benefits vs. Costs, Utility and Valuation, Perception and Risks, from the perspective of Environmental Economics, in order to establish priori methods for discussing utility as an intrinsic and subjectively valued element of any transaction, as processed by each individual complex information evaluation system, such as the individual human brain, by presenting excerpts and studies on Evaluation, Valuation, Opportunity, and Risk.
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6.21 EXCEPT FROM: ENVIRONMENTAL ECONOMICS FOR NONECONOMISTS BY ASAFU-ADJAYE, J. 2000. A. CONCEPT OF BENEFITS AND COSTS
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B. CONCEPT OF VALUATION
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C. CONCEPT OF UTILITY
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D. CONCEPT OF EVALUATION
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E. CONCEPT OF RISK
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F. CONCEPT OF RISK ANALYSIS
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6.22 EXCERPT FROM ENRIONMENTAL PSYCHOLOGY: PUTTING RESEARCH INTO PRACTICE. EDGERTON, E., ROMICE, O., SPENCER, C. 2007. CHAPTER 6: THE ROLE OF INFORMATION AND TRUST IN THE PROCESS OF RISK AND PERCEPTION. GARCIA-MIRA, R., BLANCO, I. L. A. BACKGROUND
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B. CASE STUDY OF RISK PERCEPTION
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Case Analytics & Results: Perception Based Risk Evaluation, and an Argument for the Variant Individual and Category Correlational Utility Model and System Approach.
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C. INTERNAL VALUATION AND SOURCE TRUST GRADING
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D. MULTI-ANALYTICAL EVALUATION APPROACH SYSTEM
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E. CONCLUSSIONS ON INTERNAL METHODOLOGY FOR THE EVALUATION OF RISKS AND RISK RELEVANT INFORMATION
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6.3 ANTHROPOLOGICAL ECONOMICS & PSYCHOLOGY
6.31 EXCERPT FROM: A HANDBOOK OF ECONOMIC ANTHROPOLOGY. CARRIER, J., 2005.
A. ANTHROPOLOGICAL THEORIES OF VALUE
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B. CULTURALLY CONTINGENT VALUATION
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C. THE ECONOMICS OF GIFTS
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D. POLITICAL VALUATION
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6.4 ORGANIZATIONAL BEHAVIOR The following chapter discusses the relevance of understanding cause and correlation, in the decision-making processes of an organizations’ strategic leadership, by adopting a scientific approach to decision-making in management and leadership, through evidencebased evaluation of causation in correlation. 6.41 EXCERPTS FROM ORGANISATIONAL BEHAVIOR: SECURING COMPETETIVE ADVANTAGE. HOLLENBECK, J. R., WAGNER III, J. A. 2010. A. EVIDENCE BASED MANAGEMENT
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B. THE PURPOSE OF SCIENCE
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C. CAUSAL INFERENCE
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D. DESIGNING OBSERVATIONS TO INFER CAUSE
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E. GENERALISING RESEARCH RESULTS & LINKING BEHAVIORAL SCIENCE TO PRACTICE
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6.5 NEUROPHYSICAL BEHAVIOR
6.51 EXCERPTS FROM THE NEUROPHYSICS OF HUMAN BEHAVIOR, FURMAN, M. 2000. A. EXAMPLES OF STATES, EXPERIENCES, AND PHENOMENA EXAMPLES OF STATES, EXPERIENCES, AND PHENOMENA CHARACTERIZED BY A FUNDAMENTAL SYSTEM OR SUBSYSTEM PHASE TRANSITION FROM PATTERN (ORDER) TO ENTROPY (DISORDER) Cleaving: Creativity, dissociative identity disorder Confusion, disorientation, dizziness, going “blank,” forgetting Vague speech Relaxation, flow, fluidity, flexibility Hypnotic trance, meditation, hallucination Feeling fractionated, conflicting parts, indecisive, hesitant REM stage sleep, dreaming Interruption, illness Macroscopic stillness Temperature equilibrium between bodily regions Clinical depression, psychotic behavior Electroconvulsive therapy Sensory deprivation, sensory overload, conflicting information patterns Catatonia, catalepsy Death
EXAMPLES OF STATES, EXPERIENCES, AND PHENOMENA CHARACTERIZED BY A FUNDAMENTAL SYSTEM OR SUBSYSTEM PHASE TRANSITION FROM ENTROPY (DISORDER) TO PATTERN (ORDER) Incorporation: Reading, television, and learning Replication: Memory, remembering Recombining: Mathematics, painting, sculpting, understanding, building, designing, decorating, and developing Transmitting: Talking, teaching, singing, and making conversation Distinction memes, strategy memes, association memes Behavioral predictability, event predictability Playing video games Stress, inflexibility, stuck, rut Rhythm, poetry, music, dance (incorporating, replicating, or transmitting) Sports, exercise, hobbies Macroscopic sequential movement Identity, personality, habits, beliefs, traditions Asymmetrical body temperature Obsessive-compulsive thought or behavior, neurotic behavior
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Feeling integrated, whole Healing
B. SUBMODAL BEHAVIORS (SUBMODALITIES) VISUAL MODE 1. Remembered/constructed 2. Movie/still 3. Whole/part 4. Detailed/contextual 5. Content digital or analog 6. Solid/transparent/vapor 7. Color intense or muted 8. Right/left/center 9. Up/middle/down 10. Bright/dim/dark 11. Degree of contrast 12. Life-size/bigger/smaller 13. Proportion of image 14. Proximity 15. Fast/medium/slow 16. Specific focus 17. Self in/out of picture 18. Frame/panorama 19.3d/2d 20. Particular color 21. Viewpoint/angle viewed from 22. Number of images/pictures 23. Simultaneous/sequential 24. Number of picture shifts
AUDITORY MODE 1. Remembered or constructed 2. Associated/disassociated 3. Self/others 4. Content 5. How it’s said 6. Volume 7. Voice tonality 8. Voice quality/timbre 9. Time 10. Location 11. Distance or proximity 12. Sound move around (spatial) 13. Simultaneous/sequential 14. Relation of sound to image 15. Resonance (size/power of sound) 16. Harmony/dissonance 17. Rhythm regular/irregular
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18. Cadence (interruptions, groupings) 19. Pitch high or low 20. Inflection 21. Duration
KINESTHETIC MODE 1. Associated/disassociated 2. Internal/external 3. Simultaneous/sequential 4. Temperature change 5. Texture change 6. Rigid/flexible 7. Vibration 8. Pressure 9. Location of feeling 10. Tension/relaxation 11. Movement/direction/speed 12. Breathing (hot, cold, easy, strained, fast, slow, rhythmic, arrhythmic) 13. Weight sensations: heavy or light 14. Steady/intermittent (throbbing) 15. Size: large or small, radiate/localized 16. Shape change (shape of the sensations) 17. Direction (were feelings coming into body or going out?) 18. Density 19. Intensity 20. Duration
SOMATOSENSORY SUBMODALITIES FOR PAIN 1. Tingling 2. Hot/cold 3. Muscle tension 4. Sharp/dull 5. Pressure 6. Duration 7. Intermittent (such as throbbing) 8. Location
GUSTATORY MODE (TASTE) 1. Sweet/sour/bitter/salty 2. Texture (smooth, chewy, crunchy, slimy) 3. Strong or mild
OLFACTORY MODE (SMELL) 1. Odors pleasant/unpleasant 2. Strong/faint 3. Type of odor (perfume, cooking, animal, nature, trash, cleaning, sterile)
FUNDAMENTAL MODE–NEUTRAL BEHAVIORS FOR (VISUAL,
AUDITORY, KINESTHETIC, OLFACTORY, GUSTATORY) Incorporate Replicate Cleave Recombine Transmit*
* Transmission is the displacement of a pattern-integrity through a substrate, medium, aggregate, or coordinate space by way of enfolding, unfolding, rotation, inversion, solution wave (translation), vibration, expansion/contraction (spatio-temporally, symmetrically, asymmetrically), or parity (mirror image, inside outing, retrogradation), whereby all information is conserved. Transmission is an isomorphic transformation.
C. INTERVENTION TOOLS TOOL/METHOD: ANCHORING Entropy Effect: Pattern increasing (stabilizing) Scope: Attractor (behavior/state/mode/submodality), trajectory Behavior: Replication, recombination Description: The intentional adding, subtracting, or rearranging of stimuli in the information field with the intention of specifying a specific attractor or trajectory; can be used to recombine stimuli (internal/external) with specified state attractors; can also be used to rearrange phase path for behaviors, (submodal or macroscopic) memes, thoughts, and states/phases.
TOOL/METHOD: COLLAPSING ANCHORS Entropy Effect: Entropy increasing (destabilizing) Scope: System, landscape, attractors (state, mode, submodalities), trajectory Behavior: Replication, cleaving Description: Releases the state vector from two or more initial conditions simultaneously causing destabilization (shallowing of both attractors); produces a light, temporary, trance state.
TOOL/METHOD: CHAINING ANCHORS Entropy Effect: Pattern increasing/ordering (self-stabilizing) Scope: Attractors (state, behavior, mode, submodal behaviors, memes, thoughts), trajectories Behavior: Replicating, cleaving, and recombining of phase path Description: Sequential ordering of attractors into a phase path with the intention of forming a narrow waveguide for the state vector to follow; useful for redirecting a freed state vector to a positive landscape or forming pathways having limited degrees of freedom.
TOOL/METHOD: BEHAVIOR GENERATOR (STATEBOUND BEHAVIOR CHAINING) Entropy Effect: Pattern/order increasing (self-stabilizing) Scope: Attractors (state-bound and mode-bound behaviors), trajectories (behavior to behavior) Behavior: Replication, recombination Description: Increases state-bound or mode-bound behaviors available when
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state/phase attractor is activated by stimuli from the information field; forms trajectories between those new behaviors to combine them sequentially, limiting degrees of freedom for behavior within that state. The intention of this method is to make more effective state-bound behavioral strategies available to the neurocognitive system when external stimuli dictate state/phase selection.
TOOL/METHOD: THE SWISH PATTERN Entropy Effect: Pattern/order increasing (stabilizing) Scope: Submodal behavior Behavior: Replication, recombination, cleaving, and transmission/translation Description: The replication and recombination of mode-bound representations of macroscopic system behaviors usually in visual mode. The intention is to chain alternative behaviors, memes, and thoughts to unwanted ones and then transfer to macroscopic-level behavior.
TOOL/METHOD: PERFORMANCE MODELING/KNOWLEDGE ENGINEERING Entropy Effect: Pattern/order increasing (self-stabilizing) Scope: Attractor landscape, system Behavior: Incorporation, replication, cleaving, recombining, and transmitting Description: The elicitation, representation, and transfer of a region of design space to another neurocognitive system. The intention is to cut training and education necessary to acquire new skills or knowledge. Sometimes this is called knowledge engineering or performance engineering.
TOOL/METHOD: SWITCHING PERCEPTUAL POSITIONS Entropy Effect: Pattern increasing (self-stabilizing) Scope: Submodal behaviors, state attractors Behavior: Incorporation, replication, and recombination Description: The incorporation of viewpoints from two other people, one inside the communication loop with you and one outside. These viewpoints (visual mode, emotional state, and thoughts) are incorporated, then replicated internally, and finally chained together in a phase path. The intention is to help an individual gain deeper insight into another communicator’s model of the world.
TOOL/METHOD: TIME LINE THERAPY/CHANGE HISTORY Entropy Effect: Entropy increasing → to pattern increasing Scope: Visual submodal behavior/internal stimuli that specify attractors Behavior: Incorporation, replication, cleaving, and recombining Description: Memory management — the incorporation, replicating, cleaving, and reordering (recombining) of memories and constructed images of the future with intention of effecting macroscopic state and behavior. In time line therapy we are mainly manipulating the internal stimuli that specify particular state/phase attractors and, by implication, their state-bound behaviors.
TOOL/METHOD: SUBMODALITY PATTERN DISRUPTION Entropy Effect: Entropy increasing (destabilizing)
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Scope: Submodal behaviors, state attractors Behavior: Replication, cleaving, recombination, and transmit/transfer Description: Numerous manipulations by submodal behaviors with the intention of destabilizing mode and state attractors; the introduction of a pattern integrity (a state of motion) that dis-integrates an existing selfstabilizing pattern-integrity.
TOOL/METHOD: VISUAL/KINESTHETIC DISSOCIATION (V/KD) Entropy Effect: Entropy increasing (destabilizing) Scope: Visual mode — mode-bound behavior/state attractors Behavior: Replicating, cleaving, recombination, and transmitting Description: The internal replication of an external or internal stimulus from the information field, transmission or translation of pattern to different regions of visual working memory (visual field), and destabilization of internal replication of stimulus with the intention of cleaving the phase path prior to activation of unwanted state/phase attractors and their state-bound behaviors.
TOOL/METHOD: EYE MOVEMENT DESENSITIZATION AND REPROCESSING (EMDR) AND EYE MOVEMENT INTEGRATION (EMI) Entropy Effect: Entropy increasing (destabilizing) Scope: Cleaves, phase path, destabilizes attractors of submodal behaviors, modes, states (narrow focus) Behavior: Cleaving Description: Rapid eye movements led by a finger or wand during the time a state vector is at the trapping zone, in the attractor well, or on the phase path; interrupts neurocognitive processing by cleaving phase path at a chosen point and shallowing selected attractors. A similar technique used by NLP practitioners is called pattern interruption and can be targeted to any mode (visual, auditory, somatosensory, etc.).
TOOL/METHOD: THOUGHT FIELD THERAPY (TFT) ALGORITHMS Entropy Effect: Entropy increasing (destabilizing) Scope: System, landscape, attractors (state, mode, submodalities), trajectory Behavior: Replication, cleaving Description: These procedures, described in detail elsewhere (Gallo, 1998, 2000), release the state vector from one or more initial conditions simultaneously causing destabilization (shallowing of attractors). In TFT theory the algorithm is hypothesized to collapse “perturbations” in the thought field. From the standpoint of pattern-entropy dynamics, tapping on the defined acupuncture meridian points effectively perturb the stability of the attractors, thereby shallowing them, freeing the state vector to form new “healthier” trajectories. These algorithms often produce a light, temporary, trance state.
TOOL/METHOD: NEGATIVE AFFECT ERASING METHOD (NAEM) Entropy Effect: Entropy increasing (destabilizing)
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Scope: System, landscape, attractors (state, mode, submodalities), trajectory Behavior: Replication, cleaving, recombining Description: Globally releases the state vector from one or more initial conditions simultaneously causing destabilization (shallowing of attractors). Tapping on the specified acupoints, chakras, and thymus location effectively perturbs the stability of the attractors, thereby shallowing them and freeing the state vector to form new “healthier” trajectories. When NAEM is combined with the OPP (see below), which is often the case, pattern/order increasing also occurs. NAEM often produces a light, temporary, trance state. This procedure is described in detail elsewhere (Gallo, 1998, 2000) and is also referred to as the Midline Energy Treatment (MET) (Gallo and Vincenzi, 2000).
TOOL/METHOD: EMOTIONAL FREEDOM TECHNIQUES (EFT) Entropy Effect: Entropy increasing (destabilizing) Scope: System, landscape, attractors (state, mode, submodalities), trajectory Behavior: Replication, cleaving Description: Globally releases the state vector from one or more initial conditions simultaneously causing destabilization (shallowing of attractors). EFT involves tapping on a significant number of TFT acupoints, thus effectively perturbing the stability of the attractors, thereby shallowing them and freeing the state vector to form new “healthier” trajectories. Often produces a light, temporary, trance state. This procedure is described in detail elsewhere (Craig and Fowlie, 1995; Gallo, 1998).
TOOL/METHOD: OUTCOME PROJECTION PROCEDURE (OPP) (STATE-BOUND BEHAVIOR CHAINING) Entropy Effect: Pattern/order increasing (self-stabilizing) Scope: Attractors (state-bound and mode-bound behaviors), trajectories (behavior to behavior) Behavior: Replication, recombination, and transmission Description: This procedure increases state-bound or mode-bound behaviors available when the state/phase attractor is activated by stimuli from the information field. OPP forms trajectories between those new behaviors to combine them sequentially, limiting degrees of freedom for behavior within that state. The intention of this method is to make more effective state bound behavioral strategies available to the neurocognitive system when external stimuli dictate state/phase selection. This procedure is described in detail elsewhere (Gallo, 2000).
TOOL/METHOD: ED TM SINGLE-POINT AND MULTIPOINT PROTOCOLS Entropy Effect: Entropy increasing (destabilizing) Scope: System, landscape, attractors (state, mode, submodalities), trajectory Behavior: Replication, cleaving, recombining, transmission Description: In a highly focused manner, these protocols release the state vector from one or more initial conditions simultaneously causing destabilization (shallowing of attractors). Tapping on the specified acupoints effectively perturbs the stability of the attractors, thereby shallowing them
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and freeing the state vector to form new “healthier” trajectories. These protocols also are combined with the OPP, thus resulting in pattern/order-increasing features. These procedures are described in detail elsewhere (Gallo, 2000).
TOOL/METHOD: COLLARBONE BREATHING (CBB) EXERCISES Entropy Effect: Pattern/order increasing (stabilizing) Scope: Attractors (state-bound and mode-bound behaviors), trajectories (behavior to behavior) Behavior: Replication, recombination Description: CBB is employed to alleviate what is referred to as switching or neurologic disorganization, a condition that interferes with the accuracy of manual muscle testing and treatment efficiency (Gallo, 1998). When this procedure is needed, the neurocognitive and energy system as a whole is in a state of destabilization. Therefore interventions designed to destabilize that which is already destabilized cannot work. CBB serves to increase order, pattern, and rhythmicity in a disorganized system. This and related procedures are described in detail elsewhere (Gallo, 1998, 2000).
TOOL/METHOD: OVERENERGY CORRECTION Entropy Effect: Pattern/order increasing (stabilizing) Scope: Attractors (state-bound and mode-bound behaviors), trajectories (behavior to behavior) Behavior: Replication, recombination Description: When this procedure is needed, the neurocognitive and energy system as a whole is destabilized. Therefore, interventions designed to destabilize that which is already destabilized cannot work. The over energy correction serves to increase order, pattern, and rhythmicity in a disorganized system. This procedure is described in detail elsewhere (Gallo, 1998, 2000; Gallo and Vincenzi, 2000).
TOOL/METHOD: BASIC (THREE POLARITIES) UNSWITCHING PROCEDURE Entropy Effect: Pattern/order increasing Scope: Attractors (state-bound and mode-bound behaviors), trajectories (behavior to behavior) Behavior: Replication, recombination Description: When this procedure is needed, the neurocognitive and energy system as a whole is destabilized. Therefore, interventions designed to destabilize that which is already destabilized cannot work. The basic unswitching procedure serves to increase order, pattern, and rhythmicity in a disorganized system. This procedure is described in detail elsewhere, and is also referred to as the Three Polarities Unswitching Procedure (Gallo, 1998, 2000).
TOOL/METHOD: FLOOR-TO-CEILING EYE ROLL AND ELABORATED EYE ROLL Entropy Effect: Entropy increasing (destabilizing)
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Scope: System, landscape, attractors (state, mode, submodalities), trajectory Behavior: Replication, cleaving Description: The client/patient is directed to replicate a troubling cognition while slowly moving his/her eyes in a vertical direction while tapping at a specified acupoint on the Triple Energizer meridian. The procedures release the state vector from one or more initial conditions simultaneously causing destabilization (further shallowing of attractors). Tapping on the specified acupoint while vertically elevating the eyes effectively perturbs the stability of the attractors, thereby shallowing them and freeing the state vector to form new “healthier” trajectories. The eye movements destabilize visual mode representations via ocular-motor perturbation and tapping provides both tactile and motor perturbations to the associated attractors. Often produces a light, temporary, trance state. These procedures are described in detail elsewhere (Gallo, 1998, 2000).
TOOL/METHOD: NINE GAMUT TREATMENTS AND BRAIN BALANCING PROCEDURE Entropy Effect: Entropy increasing Scope: Visual, auditory, and somatosensory mode attractors and trajectories Behavior: Replicate, cleave Description: The client/patient is directed to open, close, and move his/her eyes in specific directions, hum, and count while tapping at specified acupoints on the Triple Energizer meridian, while simultaneously replicating a troubling cognition. The technique simultaneously destabilizes trajectories and attractors in visual, auditory, and somatosensory modes. The eye movements destabilize visual mode representations via ocular-motor perturbation, humming destabilizes auditory dialog, and tapping provides both tactile and motor perturbations to the associated attractors. These procedures are described in detail elsewhere (Gallo, 1998, 2000)
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D. DYNAMICS OF INFLUENCE AND PERSUASION
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E. NEUROPHYSICAL CHANGE MECHANICS
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6.6 STUDY IN UTILITY OF INPUT AND OUTPUT GOALS The following chapter discusses a possible correlation between input and output targets for the “routine” productivity of individuals within an organization, and the “creative” output of individuals within an organization, inferring causal relation between management approaches to goalsetting and the innovative output within an organization. 6.61 EXCERPTS FROM A STUDY IN THE EFFECT OF INPUT AND OUTPUT TARGETS FOR ROUTINE TASKS ON CREATIVE TASK PERFORMANCE by Alexander Brüggen Maastricht University Christoph Feichter Maastricht University Michael G. Williamson University of Illinois Urbana-Champaign Dated April, 2017. The Study and its’ associated work of literature is as of yet unpublished, but can be procured through contact with one of the authors.
The following excerpts are presented as an argument for the institutionalization of Utility Goals, Utility Oriented Expression in Strategic and Tactical decisions, Utility-based Labor and Task delegation, and Explicit, Probable, and Understandable Mission Statements and Policy Stipulations.
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A. BACKGROUND
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B. RESULTS
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C. CONCLUSSIONS
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APPENDIX A: DECISION MAKING IN COMPLEX DATA-INFORMATION SYSTEMS DES PROCESSES IN CIS: A STRUCTURALISED APPROACH TO CONSCIOUSNESS AND UTILITY
CONCEPTS OF DES IN CIS Decisions = Internal Evaluations or Valuations of, or External Response to, Stimuli. Stimuli = Any Observation that prompts a Decision. Observation = Any interaction, internally or externally, with the decision-making system. Decision-making System = A "conscious" data system. Perspective = The subjects comprehension of time. Vectors = Graphical representations of Neural Paths from three groups of Conditions, determining a Decision. Conditions = Factors in decision-making, influencing the strength and routes of Neural Paths. Neural Paths = Physical or Virtual pathways in a Data system Biological Condition = Genetical or Programmed Neural Paths. Genesis Paths. Environmental Condition = Pre-adolescence Environment Neural Paths. Omega Paths. Trained Condition = Knowledge and Experience Neural Paths. Logos Paths. Ideal = Maximal Utility of Decision, Ideal Broken = Minimal Utility of Decision regarding a Condition Aspect. Aspect = Three types of Neural Paths. Proof = Vector Result for vAB at given coordinates in relation to lines C or D.
APPROACH A
SUPERSTRUCTURE OF DECISION-MAKING
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An infinite series of infinite planes placed along a line, representing time between stimuli and decision. (X axis) If response is reactional to stimuli, time equals 0, while any delayed decisions/evaluations/responses have X values greater than zero. Grid System ABCD is moved along the X line as time between stimuli and decision increases, allowing for new vectors to be included as time increases between stimuli and decision. This is a useful feature in internal re-evaluation of previous decisions. Infinite lines layered representing different emotional states and relational environmental stimuli. (Y Axis) Negative states have negative Y axis values (less than zero) while positive states have positive Y axis values (more than zero). An ideal neutral state has a Y axis value of zero. Grid System AB is moved up or down the Y axis, allowing states of being to affect the valuation of vectors by effectively moving the line between positive and negative decisions up or down.
INTERNAL STRUCTURE OF DECISION-MAKING 8 Quadrant Grid System AB/CD with an interlock at 0,0,0,0. CD rotated 45 degrees counter-clockwise in relation to AB. 4 Quadrant Grid System AB, with Quadrants 1 2 3 4, wherein Vectors are described (neural pathways for a decision.) 4 Quadrant Grid System CD, with Quadrants 5 6 7 8. Vector Coordinates at any given point C or D inside Quadrant 5 or 7 is a positive decision, while Vector Coordinates at any given point C or D inside Quadrant 6 or 8 is a negative decision.
COMBINED STRUCTURE OF DECISION-MAKING A decision is made at the given coordinates C,D,X,Y for quadrants 1 and 3, at which point vector positions A,B for all vectors in relation to C is examined. A decision is made at the given coordinates C,D,X,Y for quadrants 2 and 4, at which point vector positions A,B for all vectors in relation to D is examined. Quadrants 1 and 2 moves along the X axis towards infinity. Quadrants 3 and 4 moves along the X axis towards negative infinity.
DECISIONS AND CONDITIONING
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Decisions rely on three types of Conditioning: 1) Biological Conditioning The ideal biological conditioning decision-making system always makes the decision with the largest biological utility. The ideal broken biological conditioning decision-making system never makes the decision with the largest biological utility. 2) Environmental Conditioning The ideal environmental conditioning decision-making system always makes the decision with the largest environmental utility. The ideal broken environmental conditioning decision-making system never makes the decision with the largest environmental utility. 3) Trained Conditioning The ideal trained conditioning decision-making system always makes the decision with the largest trained utility. The ideal broken trained conditioning decision-making system never makes the decision with the largest trained utility.
DEVELOPING CONDITIONING Biological Conditioning exists in a data system from its creation, although it can be altered by environmental factors such as disease, malnutrition, and poisoning. Environmental Conditioning is produced from external stimuli throughout the early phases of a data systems evolution, although arguably this process continues throughout its lifetime. Trained Conditioning is produced from knowledge and experience, both internal stimuli resulting from decisions regarding the valuation and evaluation of internal and external stimuli.
GRAPHICAL REPRESENTATION OF THE INTERNAL STRUCTURE OF DECISION MAKING
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1ST QUADRANT - IDEAL DECISION-MAKING SYSTEM A and B axis representing grid of decision-making, placing vectors in relation to the C axis (perspective of time). Vectors representing biological conditioning, environmental conditioning, and trained conditioning (All possible neural paths towards a decision/evaluation/response.) Each vector is a "proof" for a decision. Vector coordinates in relation to any given C coordinate. "Up" side (A,B) vector coordinates of C axis is a positive decision, while "down" side (A,B) vector coordinates of C axis is a negative decision.
2ND QUADRANT - DAMAGED TRAINING DECISION-MAKING SYSTEM A and B axis representing grid of decision-making, placing vectors in relation to the D axis (Tangent to C at 0,0, perspective of time). Vectors mirrored (at the X axis) from 1st quadrant. Vector coordinates in relation to any given D coordinate ("down" side (A,B) vector coordinates of D axis is a positive decision, while "up" side (A,B) vector coordinates of D axis is a negative decision.) Trained conditioning vectors with the same direction (in relation to each other) counts as a single vector, regardless of direction or placement in the grid, providing only a single vector for each same-direction (y=2x, x>5 and y=2x+5, x>10 for example, would be unified in a single vector, y=2x+2.5, x>7.5) providing less "proof" for a decision.
3RD QUADRANT - DAMAGED BIOLOGICAL DECISION-MAKING SYSTEM A and B axis representing grid of decision-making, placing vectors in relation to the C axis (perspective of time). Vectors mirrored (at the Y axis) from 2nd quadrant. Vector coordinates in relation to any given C coordinate ("down" side (A,B) vector coordinates of C axis is a positive decision, while "up" side (A,B) vector coordinates of C axis is a negative decision.) Biological conditioning vectors with the same direction (in relation to each other) counts as a single vector, regardless of direction or placement in the grid, providing only a single vector for each same-direction (y=-2x, x Memory is stored as different (Cluster-Store Memory) INFORMATION INDUCTION & RETENTION PATTERN Sustained Layer Learning (Learn/Create -> Do -> Sleep -> Store -> Redo -> Relearn/Recreate -> Redo -> Sleep -> Store) MEMORY IMPRINTING HYPOTHESIS Opening Statement: Memorization can be altered, controlled, suppressed, or categorized through training and discipline (commitment to memory recreation). METHOD PROPOSAL Method: Categorizing Memory into Types/Sources Example Memory Sources: Book (A), Internet (B), Lecture (C), Trusted Person (D), Family Person (E), Unknown Person (F), Personal Experience (G). These could be ordered in respective significance of trust, so that: Personal Experience (A), Book (B), Trusted Person (C), Lecture (D), Internet (E), Family Person (F), Unknown Person (G) Commentary: It is then presumed in the hypothesis, that memories will automatically receive validity based on memorized categorization. Example Memory Types: Family (1), School (2), Work (3), Trivia (4), Academica Fields (5), Hobbies (6), Special Interests (7).
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METHOD IMPLEMENTATION Whenever a new fact is learned, repeat its code 20 times, then restate the facts learned, and repeat its code 20 times again. Example: Subjects A learns that in the summer time in Perth, there is a pleasant odor of flowers. Subject A learns of this information from a person from Sydney, that he doesn’t consider a Trusted (The Man is neither a "close friend," or a person of authority on the subject) or Family Person (hence unknown, F). Subject A considers this Trivia, as he has no way of ascertaining its empirical factuality. Subject A says F4 twenty times, then restates the fact "During Summer Time in Perth, there is a pleasant odor of flowers." Then repeats F4 twenty times. Recalling the fact later, the categorization is hoped to over time restructure the way the brain handles information storage, placing those with the same "Flags" in the same memory banks, making information of the same nature easier to retrieve and correlate. TRIAL IMPLEMENTATION
Two or more Test Groups in different population groups with a corresponding amount of Control Groups in the same population groups. Test: Long term memory handling. Questions for the Trial Operator: Which group presents the best memory handling? The Trial Subjects, or the Control Groups? Why?
AUTHORS’ COMMENTARY The current edition lacks the descriptive graphics and comprehensive written argument for its’ behavioral utility methodology and modelling. Chapter Six lacks excerpts from further work, and proper discussion of each sub-category, properly connecting and describing the applications and appropriations for the Designer, when utilizing cross- and multidisciplinary methods and solutions, to solve complex decisions in performing or planning item or task series.
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